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

The pervasive nature of technological advancements has increased the complexity, and thus the environmental volatility that span well across the borders of industries and na-tions. It could be argued that the need for firms to demonstrate dynamic capabilities are greater than ever before. In this conceptual study we take an exploratory approach to understand how dynamic capabilities are dynamically interconnected with digital trans-formation and the consequences this has on the business model(s) and further, the over-arching business strategy. This is realized through the introduction of a conceptual framework for “data-driven dynamic capabilities” which constitutes that there is a dynam-ic interconnectivity at play between the dynamic capabilities and digital transformation themes. Our findings suggest that the dynamic conflation between the two help fuel one another and that the firm’s business model(s) ought to be congruent with its data-driven dynamic capabilities. Further our findings suggest that there is a feedback loop between the firm’s overarching business strategy and its data-driven dynamic capabilities. Thus, the implications of this conceptual paper will be to create new value, adding knowledge and new theoretical trajectories into the field with the help of the integrative conceptual framework introduced in our study.

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

Due to digitalization as a technology shift, many incumbent manufacturing firms face challenges to maintain their position on the market. One solution to tackle this technology shift is by servitization, which has shown great opportunities for value creation in various industries. Services are harder to imitate and have therefore potential to create competitive advantage. However, because of the limited number of studies examining the transition from one business model to another in combination with servitization and digitalization, a gap is identified in the literature. Thus, the purpose of this study is to explore how an incumbent manufacturing firm can create and obtain value by implementing servitization and digital services in its current business model. The purpose of this thesis is achieved through a single case study of an incumbent manufacturing firm within the dairy farming industry. The findings suggest that implementing digital services in an incumbent manufacturing firm improves competitive advantage as they increase the barriers of adoption to competitors and third-parties; thus, improve the customer loyalty and the customer lock-in effect. When conceptualising servitization and digitalization, it is important to establish a clear framework for digital services, which should be aligned with the company’s overall strategies and processes. To meet the growing demand for more efficiency and flexibility, it is proposed to lay additional focus on the construction and development of the digital platform. Further, this study investigates how the development of digital services for predictive maintenance affects the business model of an incumbent manufacturing firm. From the conceptual framework developed in this study, it is emphasised that five business model elements are important to focus on in the era of digitalization, namely: value proposition, revenue streams, channels, customer relationships and key partner networks. The findings suggest to use adapting services such as performance-based contracting with a subscription model and add-ons. In addition, co-creation with customers in an early stage of the innovation process is deemed key to develop suitable services, while improving the customer relationship. Moreover, it is important to have in mind that digitalization enhances the transparency of information; thus, it is crucial to develop standardised frameworks to retain a trustworthy customer relationship. Consequently, it is argued as important to update the revenue model for digital services with a cohesive pricing strategy worldwide. Furthermore, this study suggests moving step by step towards direct selling, while remaining a good relationship with the external dealers. Due to the fact that not all customers have the prerequisites for implementing digital services, the degree of digitalization and direct selling must be adapted to the unique situation and service provided. By analysing how servitization as an effect of digitalization affects the business model of an incumbent manufacturing firm, this thesis contributes to extant knowledge within the fields of servitization, digitalization and business models. Furthermore, this thesis contributes to managerial knowledge with an in-depth contextualised knowledge of a possible servitization transition as a business model innovation. / På grund av digitalisering som teknologiskifte tvingas många etablerade företag att kämpa för att behålla sin position på marknaden. En lösning till detta är tjänstefiering, vilket har visat på stora möjligheter för värdeskapande i olika industrier. Dessutom är tjänster svårare att imitera, vilket leder till ökad konkurrenskraft. Idag finns det ett begränsat antal studier som undersöker övergången från en affärsmodell till en annan i kombination med tjänstefiering och digitalisering, vilket har lett till ett gap i litteraturen. Därav syftet med denna masteruppsats: att undersöka hur ett etablerat tillverkningsföretag kan skapa och förädla värde genom att integrera tjänstefiering och digitala tjänster i den nuvarande affärsmodellen. Syftet med denna studie uppnås genom en fallstudie hos ett etablerat tillverkningsföretag inom mjölkproduktionsindustrin. Rapportens resultat indikerar att en implementation av digitala tjänster i ett etablerat tillverkningsföretag förbättrar konkurrenskraften då den ökar barriärer för konkurrenter och tredjeparter, därmed ökas kundlojaliteten och förhindrar kunden från att byta leverantör. Vid konceptualisering av tjänstefiering och digitalisering är det viktigt att skapa ett tydligt ramverk, vilket även bör anpassas till företagets övergripande strategier och processer. För att möta den växande efterfrågan av ökad effektivitet och flexibilitet bör ytterligare fokus läggas på konstruktion och utveckling av den digitala plattformen. Vidare undersöker denna studie hur utvecklingen av digitala tjänster för förebyggande underhåll påverkar affärsmodellen hos ett etablerat tillverkningsföretag. Utifrån det konceptuella ramverket, skapat i denna studie, har fem affärsmodellelements valts ut som anses extra viktiga för studien: värdeerbjudandet, intäkter, kanaler, kundrelationer och partners. Studiens resultat föreslår anpassade tjänster såsom prestationsbaserade kontrakt med prenumerationsmodell och tilläggsval. Dessutom anses samverkan med kunden i ett tidigt skede av innovationsprocessen vara en nyckel till att utveckla rätt tjänster, samtidigt som kundrelationen förbättras. Det är även viktigt att tänka på att digitalisering ökar informationstransparensen och därför är det viktigt att utveckla standardiserade ramverk för att bibehålla tillförliten i kundrelationer. Således argumenterar studien för att uppdatera inkomstmodellen för digitala tjänster med en sammanhängande prissättningsstrategi över hela världen. Vidare anses det viktigt med ett stegvist skifte mot direktförsäljning, samtidigt som det är nödvändigt att bibehålla en bra relation med de externa återförsäljarna. På grund av det faktum att alla kunder inte har samma förutsättningar att erhålla digitala tjänster måste graden av digitalisering och direktförsäljning anpassas till den unika situationen och tjänsten. Genom att analysera hur tjänstefiering som en effekt av digitalisering påverkar affärsmodellen för ett etablerat tillverkningsföretag bidrar denna avhandling till existerande kunskap inom tjänstefiering, digitalisering och affärsmodeller. Vidare bidrar denna avhandling till ledningskunskap för chefer med fördjupad kontextualiserad kunskap i en fallstudie genom att föreslå en tjänstefieringsövergång som en affärsmodellsinnovation för att anpassa sig till dagens digitala värld.

Fueled by the success of cryptocurrencies such as Bitcoin, blockchain technology has emerged as an interesting and promising technological solution in a variety of industries. However, it remains unclear to what extent blockchain technology possesses the potential to transform existing business models or to enable new business models. So far, scientific studies have been predominantly technologically driven; the economic viability, e.g., in the form of innovative, sustainable business models, as well as the acceptance of blockchain technology have not been sufficiently investigated. This dissertation addresses this research gap and focuses on three domains: The financial sector, the temporary employment industry, and the healthcare sector. To investigate the impact of blockchain technology on business model innovation as well as its impact on existing business models, quantitative and qualitative methods are applied in the form of a mixed-method approach. Within this approach, (acceptance) models, tools, methods, and prototypes are developed. Moreover, recommendations for decision makers are elaborated and central economic, ecological, political, legal, social, and ethical challenges and opportunities of blockchain technology for business models and business model innovations are identified and discussed. The results of this dissertation support economic and political decision makers as well as researchers in the fields of blockchain technology and business model innovation.

The financial industry has been greatly influenced by the Internet revolution and mobile technology, which has laid a solid foundation for innovation in the field of FinTech. However, we need to be concerned that the revolutionary digital technologies employed by FinTech companies can only be profitable if they can be brought to market with a suitable business model, which means that FinTech companies rely on their business logic, value network, and company position. Therefore, it is particularly important to adopt an efficient business model or even an innovative business model. In the FinTech industry, many innovative business models have emerged that can effectively generate value across a company’s numerous variables to build strong competitiveness. FinTech business models are often modifiable, flexible, and innovative. The generic business model innovation process consists of seven steps, namely Analysis, Ideation, Feasibility, Prototyping, Decision-making, Implementation, and Sustainability. In FinTech's business model innovation, two key points facilitate this process, which are the organizational structure and customer relationship management based on the Klarna case study. / Finansbranschen har i hög grad påverkats av internet-revolutionen och mobilteknologin, som har lagt en solid grund för innovation inom FinTech. Vi måste dock vara medvetna om att de revolutionerande digitala teknologier som används av FinTech-företag endast kan vara lönsamma om de kan föras ut på marknaden med en lämplig affärsmodell, vilket innebär att FinTech-företag förlitar sig på sin affärslogik, värdenätverk och företagsposition. Därför är det särskilt viktigt att anta en effektiv affärsmodell eller till och med en innovativ affärsmodell. I FinTech-branschen har många innovativa affärsmodeller dykt upp som effektivt kan generera värde över ett företags många variabler för att bygga en stark konkurrenskraft. FinTechs affärsmodeller är ofta modifierbara, flexibla och innovativa. Den generiska affärsmodell innovationsprocessen består av sju steg, nämligen Analys, Idéation, Feasibility, Prototyping, Beslutsfattande, Implementering och Hållbarhet. I FinTechs affärsmodell innovation är det två nyckelpunkter som underlättar denna process, vilket är organisationsstrukturen och kund relationshanteringen baserad på fallstudie av Klarna.

Background: With the emerging and disruption of new technologies, digital transformationhas heavily impacted on businesses of all kinds, especially SMEs. Consequently, organizations must innovate their business model to adapt the changeable environment in many ways such as providing new products & services, developing new markets, more collaborations with partnership, and investing digital tools to deliver more value to the customers. It is therefore necessary for organizations and academicians to understand the dynamic capabilities framework for the business model innovation. Purpose: The purpose of this study is to find out the role of dynamic capabilities in the digital transformation of business model innovation (BMI) in SMEs. During this process, we also explore digital transformation and make future explanations of the key elements of BMI in our case companies. Method: In order to understand how SMEs build up capabilities for digital transformation inthe business model innovation, we carry out this study by using semi-structured interviews with open answered questions. The interviews consisted of 6 participants in various senior management positions at 5 case companies. The participants are either the company owners or the department managers. Findings: From the interviews, we studied that all the case companies had been in process of digital transformation for a certain extent. In terms of their business model, the digitaltransformation reflects in 3 domains: new digital products & services, new markets & segments,and key partnerships. In addition, companies build dynamic capabilities for their digital business model via a total of 8 activities, including digital scouting, digital learning & planning, digital mind-set, agile working, investment in digital assets, collaboration with partners, creating digital culture, and redesigning organizational structure. Relevant management skills are the enablers throughout the whole innovation process. Finally, our study studies theenabling role of management in building dynamic capabilities and reacting to change.

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.

Background  AI adoption is increasing, and the highest increase of AI is seen in service functions, followed by product applications. Moreover, the patent filing is rapidly increasing showing high interest in the technology. Product-based firms developing AI technology may need to develop their business model as a result of the introduction of AI. Research aim This thesis aims to explore how product-oriented companies innovate the business model based on AI development. More specifically, how these technological opportunities can, create value, deliver value, and capture value as a result.    Method This thesis follows a qualitative strategy, mainly being explorative. The thesis follows a single case study approach of Axis Communications. Data collection was mainly conducted with semi-structured interviews. Findings The value creation of AI development is described based on functions and the value-added. The value delivery explores key capabilities of the data pipeline, algorithm development and partners. The value capture described the sales model and compares AI-related solutions with competitors. Conclusions The study concludes that AI-based solutions can be an attributing factor for a product-based company to innovate the business model towards a more service and partner-oriented business model. Keywords: Artificial intelligence, Internet of things, Digital servitization, Business model innovation, Business ecosystem

During the past decades, the world has seen a fast development in information technology. This has led to significant changes in many different industries including the media industry. The transformation is in progress and is unceasingly changing the game rules for media companies. Many magazines are struggling in the new competitive media landscape since existing business models in the print industry are hard to apply to the digital industry. In order for magazines to remain competitive they need to develop their revenue models and adjust to the new game rules in the industry. This thesis is focused on how magazines could develop their businesses in order to remain competitive in the transition from print to digital media. The research methods used were semi-structured interviews and a survey. The interviews were conducted with seven different media experts in order to find possible directions for Swedish magazines in general. The survey was aimed exclusively to the entertainment magazine Nöjesguiden in order to decide what additional revenue models fit them best. The results from the interviews implicate that magazines should continuously evaluate their print business using a holistic perspective, adopt long-term perspectives, initiate cost cutting in the print business and put the cost savings into investments for the future. In addition, they should have four main areas of focus in the digital business – strategy, content, target group and data. Strategy relates to focusing on the digital business, being innovative and trying new things. The results also show that it is beneficial to separate the old business from the new since the old business is linked to outdated industry structures. Regarding content, the direction should be either very broad or very niched. Thereto, magazines should focus on unique content, which refers to content that is not available elsewhere by other content providers. In addition, magazines should evaluate what makes their content unique. This is closely related to the target group, which is going to become more important in the future media climate. For magazines, getting to know their specific target group and focusing on improving the brand recognition are going to be advantageous factors in being competitive in the digital media climate. In conclusion, magazines should use data to continuously evaluate their business and use that knowledge to improve their offer. The results from the survey shows that the best new revenue model for Nöjesguiden at the moment is events.