One of the most fundamental aspects of a business is revenue generation. The revenue modeldescribes how revenues are collected by a firm through selling its products and services. Asrevenue generation is of great importance to a business, it is essential for companies to analyzetheir revenue model to establish whether their current model for revenue appropriation isoptimal.After conducting pre-interviews at Bisnode AB, the commissioner of this study, it becameevident that Bisnode has a need to analyze their current revenue model for its credit decisionservices in a structured manner to ensure its competitiveness and profitability. Thus, this thesiswill study revenue model analysis for firms active in the market for credit decision services.The research was conducted through a qualitative case study at Bisnode, based on semistructuredinterviews, observations and archival information. By identifying which aspects totake into consideration when analyzing a revenue model, and by grounding the findings into theexisting literature, a complete framework for revenue model analysis was developed. Theframework facilitates revenue model analysis and consists of five different dimensions: financial,customers, strategy, competition, and macro environment. Further, by linking the case studyfindings to the existing body of literature, a work process for revenue model analysis wasproposed. The outcome of this study is a framework for revenue model analysis to be used bycompanies offering credit decision services.The findings of the research have both theoretical, managerial and sustainability implications.From a theoretical standpoint, a framework for revenue model analysis that integrates strategicmanagement literature and studies on value proposition has been proposed. Furthermore, asearlier research has been mainly focused on the business model as a whole, this report studies therevenue model as an independent research topic and lays the foundation for further research inthe domain. From a managerial perspective, the outcome of the research enables managers offirms active in the credit decision services market to comprehensively analyze revenue models ina structured fashion. Finally, the revenue model analysis framework assesses a revenue model’scompetitiveness and profitability, which contributes to the economical sustainability of a firm.

Submitted by Nara Lays Domingues Viana Oliveira (naradv) on 2015-08-31T14:52:10Z No. of bitstreams: 1 trento.pdf: 349792 bytes, checksum: 4458108b507b516de0a6dadd4e324eed (MD5) / Made available in DSpace on 2015-08-31T14:52:10Z (GMT). No. of bitstreams: 1 trento.pdf: 349792 bytes, checksum: 4458108b507b516de0a6dadd4e324eed (MD5) Previous issue date: 2014-03-26 / Nenhuma / Este estudo analisa como empresas fabricantes de produtos e serviços de tecnologia identificam, avaliam e gerenciam oportunidades de agregação de valor. Foram investigadas dez fornecedoras de produtos e serviços de tecnologia. Os achados indicam que a identificação de oportunidades requer que os fornecedores desenvolvam relacionamentos e contatos em diferentes níveis com o cliente. Esses relacionamentos objetivam identificar oportunidades de agregação de valor, remover barreiras à compra, fundamentar ofertas de preços, aprimorar propostas comerciais, e conhecer os movimentos e inovações da concorrência. Problemas técnicos ou comerciais ocorridos no passado podem influenciar negativamente na futura identificação de oportunidades de criação de valor entre as partes. Os fornecedores avaliam a viabilidade de exploração de uma oportunidade de agregação de valor junto a seus clientes a partir da consideração conjunta de aspectos técnicos, operacionais, mercadológicos (internos e externos) e estratégicos. O posicionamento final do fornecedor acerca da exploração da oportunidade de agregação de valor é determinado pela análise estratégica da oportunidade. Essa análise define se o fornecedor desenvolverá soluções inovadoras e menos sensíveis à guerra de preços para ampliar margens, ou aprimorará soluções existentes com o intuito de aumentar a competitividade dessas, ou, então, se o fornecedor deixará a oportunidade para seus concorrentes. O gerenciamento das oportunidades de agregação de valor requer que as empresas identifiquem os benefícios que a solução agrega ao cliente. Esses benefícios são quantificados de forma a subsidiar a definição das proposições de valor a serem, posteriormente, apresentadas aos clientes. Este estudo analisa como empresas fabricantes de produtos e serviços de tecnologia identificam, avaliam e gerenciam oportunidades de agregação de valor. Foram investigadas dez fornecedoras de produtos e serviços de tecnologia. Os achados indicam que a identificação de oportunidades requer que os fornecedores desenvolvam relacionamentos e contatos em diferentes níveis com o cliente. Esses relacionamentos objetivam identificar oportunidades de agregação de valor, remover barreiras à compra, fundamentar ofertas de preços, aprimorar propostas comerciais, e conhecer os movimentos e inovações da concorrência. Problemas técnicos ou comerciais ocorridos no passado podem influenciar negativamente na futura identificação de oportunidades de criação de valor entre as partes. Os fornecedores avaliam a viabilidade de exploração de uma oportunidade de agregação de valor junto a seus clientes a partir da consideração conjunta de aspectos técnicos, operacionais, mercadológicos (internos e externos) e estratégicos. O posicionamento final do fornecedor acerca da exploração da oportunidade de agregação de valor é determinado pela análise estratégica da oportunidade. Essa análise define se o fornecedor desenvolverá soluções inovadoras e menos sensíveis à guerra de preços para ampliar margens, ou aprimorará soluções existentes com o intuito de aumentar a competitividade dessas, ou, então, se o fornecedor deixará a oportunidade para seus concorrentes. O gerenciamento das oportunidades de agregação de valor requer que as empresas identifiquem os benefícios que a solução agrega ao cliente. Esses benefícios são quantificados de forma a subsidiar a definição das proposições de valor a serem, posteriormente, apresentadas aos clientes. / This paper analyzes how product manufacturers and technology service providers identify, evaluate, and manage value-added opportunities. The study looks into ten product manufacturers and technology service providers. The findings indicate that the identification of opportunities requires that the suppliers develop customer relationships and contacts at different levels. The purpose of such relationships is to identify value-added opportunities, remove barriers to buying, make price offers, improve business propositions, and get to know the competitors’ moves and innovation initiatives. Past technical and business issues may adversely influence the future identification of opportunities of co-creation of value between the parties. The suppliers evaluate the feasibility of exploring a value-added opportunity with their customers by means of a joint consideration of technical, operational, marketing (internal and external) and strategic aspects. The suppliers make their final decision whether or not to explore value-added opportunities based on a strategic analysis of the opportunity. The analysis defines whether the supplier will develop innovative solutions that are less sensitive to the price wars to increase their margins, improve the existing solutions in order to enhance their competitiveness, or leave the opportunity to their competitors. The management of value-added opportunities requires that the companies identify the benefits that the solution adds to the customer. Those benefits are quantified so as to subsidize the definition of proposed values that will then be presented to the customers.

I skuggan av den ökande svenska elektroniska detaljhandeln står en fysisk butikshandel inom mode på sin bristningsgräns. När allt fler konsumenter väljer att konsumera mode genom den digitala världen så kan det få förödande konsekvenser för den fysiska modebutikshandeln. Som ett samlingsbegrepp kring den trend där butiksägare inte längre klarar av att finansiera sina butiker har ordet ‘butiksdöd’ använts. Pandemin Covid-19 har snabbspolat detta fenomen, men studiens respondenter menar att det inte finns en butiksdöd utan att det är den fysiska modebutikshandeln som håller på att moderniseras. Uppsatsen studerar butiksdöden ur ett svenskt modebutiksperspektiv och utforskar hur svenska fysiska modebutiker kartlägger olika värden för att skapa konkurrenskraft. Studien grundas i teorier som tydligt relaterar till konceptutveckling av fysiska modebutiker. Den första teorin är Customer value proposition för att sedan integrera nästkommande teori om utilitaristiska och hedoniska handelsmotivationer. Tredje teorin utgår från kundupplevelse baserat på purpose, priorities och pursuits. Tidigare forskning riktar fokus på hur den fysiska handeln överlag kan applicera CVP, utilitarism och hedonism för att skapa mervärde för modebutiken. Forskningen brister däremot i hur valda teorier i kombination med kundupplevelsen ser ut i svensk butikskontext från ett managementperspektiv, vilket denna studie belyst. Analysresultatet är baserat på ett urval av svenska klädvarumärken som bedriver fysiska butik. En kvalitativ studie har utförts med företagsägare, ledningspersonal samt butiksägare vars svar analyserats för att få svar på uppsatsens syfte. Den insamlade datan från intervjuerna presenteras med utgångspunkt hur respondenterna ser på modeindustrin i dagsläget, men även hur den kommer att utvecklas framöver. Analysresultatet presenterar stegvis en modell utefter nämnda teorier kring hur en modebutik kan omdefiniera eller förstärka konceptets värdegrund, i syfte att skapa hållbar konkurrenskraft. Två grupper baserat på butikskoncept utformades utifrån analysresultatet, varav den ena behållit konkurrenskraft och andra upplevt sämre konkurrenskraft. Grupperna har blivit tilldelade namn som representerar butikens position, De moderna och De traditionella. Resultatet redogör därefter vad som kan tänkas ligga till grund för upptäckten. I uppsatsens diskussion presenteras resultatet från analysen samt aktiviteter som modebutiker inom fysisk modebutikshandel kan tillämpa för att förstärka sin konkurrenskraft gentemot e-handeln. Slutatsen påvisar att många respondenter påverkats av butiksdöden. De moderna som ej upplever butiksdöden arbetar frekvent med aktiviteter och upplevelser medan De traditionella arbetar utefter att minska kundens uppoffring genom effektivisering av inköp. Butiker som blivit påverkade bör därmed prioritera om butikens erbjudande och granska vad som lämpas bäst efter konceptets värdegrund. Studien hoppas att bidra med kunskap till fysiska modebutiksaktörer för att konkurrenskraft gentemot elektroniska detaljhandeln. / E-commerce is continuing the path of exponential growth, however it also entails consequences in the retail market. When customers prioritize e-commerce rather than fashion retail shopping, an increasing number of brick-and-mortar stores are closing. The global pandemic Covid-19 has effectively speeded up the pace regarding the phenomenon, though some believe it’s a hoax. This study aims to bring the truth of this phenomenon to light from a swedish fashion retail perspective. The study of fashion retail stores includes efforts taken to maintain competitive advantage. This is accomplished through established theories which have an indirect impact on retail fashion stores ability to maintain competitive advantage. These theories are Customer value proposition, hedonic and utilitarian shopping motivations and customer experience based on 3Ps, which includes purpose, priorities and pursuits. Previous research shows how these theories can be applied in retail stores, however none of them use an approach of a management perspective, which this study aims to do. The method that is used in this study is based on a qualitative research method, using semi-structured interviews. The semi-structured interviews were held individually with thoroughly chosen candidates with competences in the field, such as business owners and managers of a fashion retail store. Throughout the chapter regarding the results, a model is introduced step by step which purpose is to bring additional knowledge to retailers, in hopes that it will increase their competitive advantage. Additionally, two camps were introduced. One who had maintained its competitive advantage and the other who has been affected by the phenomenon and lost its competitive advantage. In the discussion, the results are presented and activities as well as physical experiences retailers can implement are suggested. In conclusion, it is clear that there are two sides. One side has been affected by the phenomenon and lost its competitive advantage, and the other side who has maintained its competitive advantage thanks to activities, retail experiences and a loyal community. Those retailers who were affected the most should therefore redefine their business as to whether they should go online or redesign their retail store concept, in order to achieve sustained competitive advantage. The study aims to contribute with knowledge retailers can use in order to strengthen or redefine their competitive advantage against e-commerce.

FinTech不僅為金融產業熱門之議題，亦為未來金融產業發展之重大方向，因而多數金融機構投入大量資金作為FinTech相關業務之研發，但企業內部卻對策略發展方向毫無頭緒，導致資源應用不當之情況發生，因此本研究結合學術之工具，改善企業盲目投資之問題，使企業能依據顧客之需求提供全方位之解決方案。 　　本研究採用個案研究法，以我國金融控股公司領導品牌之一為研究對象，藉由與個案公司內部人員會談及其他公開管道蒐集相關資訊並加以分析，探討FinTech對顧客價值主張與金融產業現有業務所帶來之影響，並透過分析企業之自身內部優勢及外部機會形成以FinTech為主軸之創新策略，再進一步深入探討該創新策略之執行及其所衍生出之策略性智慧資本應如何進行管理。 / FinTech is not only a hot issue but also a major direction for the future development of the financial industry. Most financial institutions have invested heavily in FinTech-related research and development, but they have no idea how to develop the strategy. This situation misguided valuable resource to wrong business. So, this research paper applies academic tools to provide a total solution for enterprises on investment based on customer needs. 　　This research paper adopts case study method. The case company is a financial holding company in Taiwan, which is one of leading financial institution. In this year, discussing with company employees and analyzing related data to gauge the impact of customer value proposition of the existing financial industry. Creating an innovative strategy based on FinTech by evaluating the company’s internal strengths and external opportunities. Further, discussing on the implementation of the innovative strategy and how to manage intellectual capital derived from the innovative strategy.

A rapid development with many innovations has happened in recent years. Nevertheless, more than half of all innovations fail, why it is important to understand the customers: their demand, their needs and their benefits. Hence, the purpose of this study is to develop a value proposition for a high technological product in rain measurement, called Ericsson Weather Data (EWD). Since it is a technology-driven product, it is necessary to understand the potential customers to determine the product's market potential. Therefore, semi-structured interviews have been conducted with potential users in Sweden. The purpose has been to understand how they use rain data, which challenges and improvement opportunities there are with current rain data and which the most prominent value drivers are. Our empirical findings show that most of rain data in Sweden is free and published online by public entities. However, the current measurements are one-point measurements, which leads to information losses. This complicates the assessment of rain damages, why there is a great desire for increased spatial resolution. In addition, there is a need for better information regarding local cloudbursts. We have developed a value proposition, matched to the customers’ needs. EWD measures rainfall using the existing mobile network, which is more deployed and achieves a better spatial resolution than the traditional equipment. In addition, EWD measures rain data with an interval of ten seconds, generating tighter (more) information about local cloudbursts. As cloudbursts and spatial resolution were highlighted as the most important factors, a value proposition with resonating focus has been developed, meaning that we focus on these two factors. / En snabb utveckling med många innovationer har skett under senare år. Trots det misslyckas mer än hälften av alla innovationer, varför det blir allt viktigare att förstå kunderna: deras efterfrågan, deras behov och deras nytta. Syftet med det här arbetet är att utveckla ett värdeerbjudande för en högteknologisk produkt inom regnmätning, kallad Ericsson Weather Data (EWD). Då det är en teknikdriven produkt, är det nödvändigt att förstå de potentiella kunderna för att avgöra produktens marknadspotential. Därav har semi-strukturerade intervjuer genomförts med potentiella kunder i Sverige. Syftet har varit att förstå hur de använder regn data, vilka utmaningar och förbättringsmöjligheter de ser med nuvarande regndata och vilka de främsta värdedrivarna är. Våra empiriska resultat visar att majoriteten av den data som används i Sverige är gratis och publiceras online av statliga myndigheter. Dock, är nuvarande mätningar enpunktsmätningar, vilket leder till att information går förlorad. Detta bidrar till svårbedömliga skadevalideringar, varför det råder en stor önskan om en ökad geografisk täckning. Dessutom finns ett behov av bättre information om lokala skyfall. Vi har utvecklat ett erbjudande, utifrån kundernas behov. EWD mäter regn med hjälp av det befintliga mobila nätverket, som är mer utspritt och uppnår därav en bättre geografisk täckning än den traditionella utrustningen. Dessutom mäter EWD regndata med ett intervall på tio sekunder, vilket genererar tätare (mer) information om lokal skyfall. Eftersom skyfall och geografisk täckning lyfts fram som de viktigaste faktorerna, har ett värdeerbjudande med resonating focus utvecklats, vilket innebär att vi fokuserar på dessa två parametrar.

During the 20th century, Large Scale Companies (LSCs) mindset was all about minimizing risks and maximizing profits. On top of this, they were heavily relying on intellectual property – culture of secret – and they were shaped to exploit rather than to explore. In this context, open innovation brought a completely new approach. As part of the changing landscape, trends of corporate venturing appeared about five years ago. Among LSCs which have chosen to get on the train of innovation, different strategies have been adopted from one company to another. Only today are people witnessing corporate venturing getting more structured. Yet, LSCs have not focused enough just yet on the development of venture structures with external startups. It is essential to understand how to make incubation and acceleration of external startups successful within LSCs. This study adopts LSCs’ perspective and aims at providing them with the best practices that currently exist in the innovation ecosystem in terms of corporate venturing. In particular, this study focuses on how Large Scale Companies (LSCs) can take advantage of external startups through a corporate incubator and/or corporate accelerator in order to become more innovative. The study suggests the venturing process should be divided into three main stages: the identification of the appropriate venture structure and of the right startups, the follow-up of the integrated startups of the corporate venture structure and finally the exit strategy. Building upon the business model canvas and customer value proposition theories, the suggestion is made for LSCs to step backwards and reflect thoroughly about the corporate venture strategy they want to adopt. LSCs should be aware that they evolve as part of a complex venturing ecosystem, and that each tool, rather than being isolated, should embrace and collaborate with the multitude of existing structures. / Under de 20 århundradena var Large Scale Companies (LSCs) tankegangen allt om minimering av risker och maximesring av överskott. Utöver detta var de starkt beroende av immateriella rättigheter - hemlighetskulturen - och de var formade att utnyttja snarare än att utforska. I det här sammanhanget kom öppen innovation till ett helt nytt tillvägagångssätt. Som ett led i det förändrade landskapet uppträdde trenderna för företagsvågningar för ungefär fem år sedan. Blandt LSCs, som har valt att få på toget eller innovation, olika strategier har beslutats från ett företag till ett annat. Endast idag är människors vittnesbörd om företagsvågar att bli mer strukturerad. Ändå har LSCs inte fokuserat tillräckligt på utvecklingen av venturestrukturer med externa startups. Det är viktigt att förstå hur man gör inkubation och acceleration av externa startups framgångsrika inom LSCs. Denna studie antar LSCs perspektiv och syftar till att ge dem de bästa praxis som för närvarande finns i innovationsekosystemet när det gäller företagsledning. I synnerhet fokuserar den här studien på hur Large Scale Companies (LSC) kan dra nytta av externa uppstart genom en företags inkubator och / eller företagsaccelerator för att bli mer innovativ. De studier som antyder vid venturingprocessen bör delas in tre huvudfaser: Identifiering av den aktuella riskstrukturen och rätt uppstart, uppföljning av den integrerade uppstarten av den organisationsstruktur och slutgiltigt slutstrategi. Med utgångspunkt i affärsmodellens kanfas och kundvärdes propositionsteorier, görs förslaget att LSCs ska gå bakåt och reflektera noggrant på företagsledningsstrategin som de vill anta. LSCs borde vara medvetna om att de utvecklas som en del av ett komplext venturerande ekosystem, och att varje verktyg, istället för att isoleras, ska omfamna och samarbeta med de många befintliga strukturerna.

How to price your offering is one of the main managerial decision issues today and is alarmingly often not grounded in necessary market and cost research. Pricing is a complex topic, dependent on a multitude of internal and external factors, which makes pricing practice and strategy alignment even more difficult. As a simplifying measure, pricing practices are commonly categorized into three categories: cost-based, competition-based and value-based pricing, of which value-based pricing is considered the superior practice by scholars. Consequently, the issue of how to adopt value-based pricing and how to actually price according to value is pertinent and a main focus of this thesis. What comprises perceived customer value, how a firm creates and captures value, and how a firm chooses to formulate the customer value proposition in order to communicate the generated value are all questions that this thesis investigates and attempts to answer. Furthermore, the effects of the customer-supplier relationship on pricing and change management aspects of a transition to value-based pricing are also investigated and analyzed. In order to answer the research purpose and accompanying research questions, a qualitative single case-study was conducted. The case company was a leading company in the TIC-market, who just recently had started discussing implementing value-based pricing and was therefore deemed as an appropriate case for this study. Empirical data was gathered through semi-structured interviews with the employees as well as the customers of the case company. The analysis of the empirical data in conjunction with the theoretical framework led to a revised analytical model that attempts to explain the relations and correlations of the different concepts discussed in this thesis, as well as conclusions regarding the aforementioned research questions. This study concludes that the common value drivers are Quality, Delivery reliability, Delivery time, Price, Geographical location, Relationship and communication, Customization. Additionally, the study concludes that the alignment of pricing practice and strategy is heavily dependent on internal and external awareness, and it is of utmost importance for a firm engaging in value-based pricing to know not only their customer and market, but also their own capabilities and strengths. Regarding how to formulate the customer value proposition, the study concludes that it should be customized for the specific customer and have a resonating focus with elements of points of difference. Lastly, the study details the challenges that a firm transitioning to a value-based pricing practice might encounter, and the suggestive solutions to these obstacles.