Innovative Business Models (BMs) are essential in commercialising new technologies that are initially seen as inferior. Battery second use (B2U) brings used batteries from an electric vehicle (EV) into a secondary storage application and holds the potential to improve the sustainability of EVs while generating value for stakeholders across the automotive and energy sectors, as well as for the environment and society (Gohla-Neudecker et al. 2015; Neubauer et al. 2015). However, important knowledge gaps exist as the potential value of second-life batteries and how to better extract that value are still poorly understood by both practitioners and researchers. To fill the knowledge gap, this study explores the BMs of repurposing a second life for the retired EV batteries through rich empirical case studies. The main outcomes of the research are firstly, a deeper understanding of the sustainable value of second-life batteries as is currently being achieved by industry, which also provides a comprehensive view of the potential value of B2U. Secondly, the critical B2U challenges are identified from a multi-stakeholder’s perspective across the value chain that present a fresh overview of the key factors that might impair the potential value of B2U. Thirdly, an empirically-generated typology of existing B2U business models is proposed that shows how B2U stakeholders are interacting in different ways to create and capture value from B2U. Fourthly, three critical BM design elements, namely, lifecycle thinking, system-level design and the shift to services are proposed as helpful aspects for B2U stakeholders to consider to better design their B2U business models. Fifthly, Business Model of a Technology (BMoT) is proposed as a new perspective to understand the value potential of second-life batteries and how to maximise the total value creation from B2U at the system level. The research has filled a literature gap, has met an industrial need, and has made contributions to knowledge on sustainability and BMs in the specific context of B2U. Practically, the findings have the potential to inspire practitioners toward better understanding the potential value of second-life batteries and improve their BMs to better extract value from B2U.

Submitted by Renato Lago Pereira Chaves (renatochaves.jazz@gmail.com) on 2016-12-07T12:00:08Z No. of bitstreams: 1 Dissertação versão final - completa.pdf: 944839 bytes, checksum: 8b600dfc73c30bb2aa4684d3725ced47 (MD5) / Approved for entry into archive by Janete de Oliveira Feitosa (janete.feitosa@fgv.br) on 2016-12-07T19:18:46Z (GMT) No. of bitstreams: 1 Dissertação versão final - completa.pdf: 944839 bytes, checksum: 8b600dfc73c30bb2aa4684d3725ced47 (MD5) / Made available in DSpace on 2016-12-20T16:02:44Z (GMT). No. of bitstreams: 1 Dissertação versão final - completa.pdf: 944839 bytes, checksum: 8b600dfc73c30bb2aa4684d3725ced47 (MD5) Previous issue date: 2016-10-31 / The impacts of the so-called craft beer revolution reached Brazilian beer industry in the first years of this century. As a result, a group of new entrepreneurs emerged in the country, who argue that they are restoring beer to its rightful status, not only as a local business but also as a product that may bring a specific regional personality. The recent evolution of the craft beer segment is paving the way to the development of different forms of organizing, such as contract brewing, designed for companies which do not own physical brewing facilities. Although most companies still understand contract brewing as a transitional business model, it did change into a permanent form of organizing. Limited to contract breweries from the Rio de Janeiro metropolitan area, this research attempts to assess how contract breweries changed from a temporary, transitional business model into a permanent form of organizing. Furthermore, in view of some distinctive features observed in the models adopted by contract breweries, which may differ from each other considerably with regard to their temporariness and the ability to survive in the long term, I propose a typology of contract breweries. / Os impactos da chamada revolução da cerveja artesanal chegaram à indústria de cerveja brasileira nos primeiros anos deste século. Por conseguinte, um grupo de novos empreendedores surgiu no país, segundo os quais eles estariam retornando a cerveja a seu devido lugar, não apenas como um negócio local, mas também como um produto que pode conferir uma personalidade regional específica. A recente evolução do segmento de cerveja artesanal está abrindo caminho para o desenvolvimento de diferentes formas de se organizar, tais como produção por contrato, modelo desenhado para empresas que não dispõem de instalações fabris próprias. Embora a maior parte das empresas ainda perceba produção por contrato como um modelo de negócio de transição, este modelo evoluiu até tornar-se uma forma permanente de organização. Limitada a cervejarias por contrato da região metropolitana do Rio de Janeiro, esta pesquisa busca analisar como as cervejarias por contrato evoluíram de um modelo de negócio temporário e de transição para uma forma permanente de organização. Ademais, haja vista algumas características específicas observadas nos modelos de negócio adotados pelas cervejarias por contrato, que podem diferir consideravelmente uma das outras no que concerne a sua temporariedade e capacidade de sobreviver a longo prazo, uma tipologia de cervejarias por contrato é proposta.