Market conditions are constantly changing. Enterprises try to furnish the best products and services, to be competitive and sustainable. Constantly new businesses are coming to the market which compete the existing ones. Customers demand quality products and services and want to fulfil their wishes. And it is a big challenge for a company's strategic management which must respond efficiently to stimuli from the external environment and shape a strategy to achieve corporate goals. This thesis offers a theoretical perspective on strategy, strategic management and strategic analysis. Theoretical knowledge is applied in a practical part and the company's draft strategy has been formulated using the strategic analysis results in the form Business model Canvas.

The thesis covers the phenomenon of business model innovation. It provides with theoretical background of the concept based on the works of several scientists who stand at the beginnings of the discipline. The paper also introduces the principles of design thinking applied to business model innovation in order to get superior results and serve as a guideline for ideation processes and presenting enhancements to existing business models. The practical part is devoted to applying the described concepts on examples from real life, which can especially help small companies in their battle with incumbents. Three industries are analyzed to see the flaws with the current state of things. New business models that can disrupt corresponding industries are offered at the end of each case.

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.

Le changement de business model est présenté aujourd’hui comme un enjeu majeur pour les entreprises. Il apparaît en effet comme un levier d’innovation et peut contribuer au développement d’un avantage concurrentiel. Si les travaux s’accordent sur ce point, ils montrent également que la cohérence globale du business model est un facteur de performance. Les dirigeants sont alors confrontés à un dilemme : faut-il changer le business model pour innover ou privilégier le statu quo pour assurer la profitabilité de l’entreprise ?Le business model est défini comme une configuration de choix déterminant la façon dont une entreprise crée de la valeur et du profit. Pour éclairer le thème du changement, nous avons formulé la question de recherche comme suit : « Quelles sont les variations de la configuration du BM d’une entreprise dans un contexte de changement ? ». Nous avons mené une étude longitudinale pour observer le comportement des cinq principaux labels phonographiques, les « majors », qui sont confrontés à une baisse importante des ventes de disques. Une analyse des 356 décisions identifiées entre 1998 et 2008 permet de retracer l’ensemble des variations de leur business model. D’abord, cette recherche aboutit à l’identification de quatre logiques de changement qui sont de multiples façons de transformer la configuration du BM. Ensuite, cette étude met en valeur la dynamique du changement en étudiant les interactions et les interdépendances entre les composantes du business model. Enfin nous mettons en évidence une série de facteurs internes et externes qui ont une incidence sur les trajectoires des entreprises. Cette recherche intègre ainsi plusieurs éléments de l’environnement comme facteurs influençant les décisions de changement. / Business model change emerges as a major issue for organizations today. It represents a key driver for innovation and a potential path to competitive advantage. However, research emphasizes the need for consistency which leads to greater performance for organizations. Therefore, managers are facing a dilemma: should the business model be changed for the sake of innovation or should the status quo be maintained to protect the firms’ profitability? Business models are defined as the configuration of choices that determine the way organizations create value and profits. The purpose of this research is to study the evolution of the business model configuration in the context of change. Insights are drawn from in-depth longitudinal case studies on the five main record labels, the « majors » who are facing a significant decline in CD sales. The analysis of 356 strategic decisions from 1998 to 2008 enables us to describe precisely the transformation of their business model. First, we identify four logics of change which represent multiple ways to transform the business model configuration. Second, our research emphasizes the dynamic of change by studying interactions and interdependencies between the components of business models. Lastly, we identify a series of internal and external factors that impact the trajectories of organizations. Furthermore, this research demonstrates the influence of the environment on change process.

Regarding that the business model is widely used in e-business, we consider that every business should have its own business model which helps a company to evaluate the business and also create a dynamic business. In addition, the emphasis of this research is combined with another element – Born Global, which caters the globalization trend in recent decades. In fact, there are more and more Born Globals setting up in emerging market countries such as China, especially most of them are involved in manufacturing industry. In this case, the focus of this research is on the business model of Chinese manufacturing Born Globals. We investigate deeply through the interaction of each component of the business model to see how Chinese manufacturing Born Globals design and manage their business to achieve successful internationalization within China’s particular political and social background.   After reviewing abundant literatures about business model components, we conclude them into 11 components categories. Furthermore, we combine the critical success factors of Chinese Born Globals with the business model components we summarized together to find what elements may more important to Chinese Born Globals’ internationalization. Based on these, we build a new framework which includes all the 11 elements, 3 interfaces, 2 frames and 1 external environment factor to investigate how these elements interact with each, what is the logic behind the business model generally and how the external environment influence the business model. At the end, we give out a probable evaluation method for the business model.   Qualitative case study is adopted in this paper. We choose a Chinese manufacturing Born Global as case company. Both secondary and primary data are used in this research. We gather primary data through questionnaire survey and 4 times interviews. Due to the wide range of our topic and large size of our case company, we use a lot secondary data to get more comprehensive understandings of the case company.   Through the analysis of case company, we get the main picture of how Chinese manufacturing Born Glonals’ business model look like. In the conclusion, firstly we give out a brief description of what is Chinese manufacturing Born Globals’ business model. Moreover, we find the human resources within the business model cause Chinese Born Globals’ production ability, innovation ability and finally contribute to its important OEM production. As a result, we actually use the Chinese manufacturing Born Globals’ business model to explain their rapid international success. Besides that, we also get some new findings of Chinese manufacturing Born Globals from the aspects of internationalization motivation, process and success factors. According to the evaluation of Chinese manufacturing Born Globals’ business model, we find some crucial problems for example the lost brand value, the low profit and poor sustainability. These conclusions actually provide some managerial suggestions for Chinese manufacturing companies who aim to go abroad or reform their business models. / no

Abstract The fertility rate of Taiwan has been decreased year by year,a ministry of the interior announced the number of new born baby which was a record low below 200 thousand;a ministry of education proposed the bill of integrating kindergartens and nuesery schools to the legislative yuan for the first reading,it will be legally public school to recruit kids who from 0~6 years old,at the same time,the requisitions of operating threshold to private kindergarten owners has raised,otherwise the subsidies for tuition will be rescind;the government established policy of downward extension of one year compulsory education,but the big class(5~6) kids are the largest proportion for most of private kindergartens;individual counties to implement the nation primary free after school,others will follow a succession like this. Meanwhile, the same language and same race with China which provided an opportunity for a large fertile soil in China to extend business advantage which successful operating kindergartens or/and after schools in Taiwan.Especially, the progress and the increase in GDP per-capital in China for past ten years,it means ¡§Education¡¨really an one of ten great future industries.At this moment,the Taiwan business entrances the China market that will go along with higher cost and risk,if no any unique¡Bcreative and differential business model with,it¡¦s hard to success.As a result,for studing the business model-¡yone-stop shopping¡zto face the giant China educational market in this thesis,by case study¡Bdeep interview the CEO of development successful enterprise in China¡Agathering the raw data compare with myself studied and experiences in China fied work,combining with 5 forces analysis and investment results in order to go up the successful probability of such a business model. By the assessment¡Bstructure and risk management in this thesis, expects to provide a different idea or strategy thinking to accessible innovation model, therefore bring a strong sense of mission and enhance the self-motivation throughout the organization to build up the win-win prospects for both institute and employees. Keyword¡Gintegrating kindergartens and nuesery schools¡Bone-stop shopping¡B 5 forces analysis¡BGDP per-capital¡Binvestment results¡C

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The paper deals with the dynamic simulation of possible development scenarios of small farmers. The model is based on the official data sources but also on the qualitative research of small farmers. The modelling structure reflects the specifics of the examined field and personal and social specifics of small farmers. For the purposes of the analysis, the business model describes the value creation in the small farms, thereafter the model is extended into dynamic simulation model and the selected scenarios of development are simulated. The analysis shows the impact of the current setup in the field. Despite the paper contains the optimistic scenarios, simple change of parameters leads to unsustainable situation. The pessimistic scenarios grow from realistic conditions when parameters reflects the recent period settings. This clearly depicts the influence of weak market position of the farmers and advocates the diversification tendencies.

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.