Waste-to-energy is currently at the forefront of clean technologies. It consists of the burning of different types of wastes (solid, liquid, gaseous) that provide heat and electricity. With high efficiency levels in energy production (80-90%) and low flue gas emissions, this type of energy production has quickly spread throughout Europe. In addition, laws created by both the EU and national governments have created new agendas regarding landfill and waste disposal.   Problem: We have identified three different problems that currently exist: (1) the lack of academic literature which explores specifically business models within the renewable energy industry and the potential that business models possess in exploiting the opportunity within the market place; (2) which methods are effective within a business model in achieving the value that a firm wishes to create, capture, and deliver; (3) current academic literature does not provide enough understanding of the influences and pressures that stakeholders place upon shaping a firm’s current/potential business model.   Purpose: The purpose of this investigation is to examine the business models used by three different waste-to-energy firms in Denmark, Norway, and Sweden and to identify the methods used to create, capture and deliver value. Moreover, we aim to identify and investigate the stakeholders within the waste-to-energy industry of these three companies with the goal of explaining the influence and pressures they place upon the firm’s business model through the use of institutional theory.

This report outlines five criteria common to successful value capture programs that support transit; 1) predictable need/unmet demand, 2) authority and capacity to achieve policy adoption and implementation, 3) the financial feasibility of the project, 4) the level of concurrent planning that support the project and lastly 5) the projects level of significance. This report will focus on a logical approach to evaluating the possibility of employing a value capture strategy within the jurisdiction of the Berkeley-Charleston- Dorchester Council of Governments (BCDCOG) using the given criteria. The suggested value capture strategy that emerges from this evaluation recognizes the existing and potential value capture mechanisms that could support a regionally significant transit project if budgeting and select revenues are synergized in the context of the regional plan. / text

Purpose – The purpose of this study is to explore how AI providers ensure value creation and value capture dimensions when developing AI offerings. This by illustrating activities that builds the dimensions and to increase the understanding on how value creation and value capture interplay. Method – To fulfill its purpose, this study adopted an inductive exploratory single case-study approach, conducted at a market leading telecom provider of AI related services. In total, 23 interviews were held with the case company, and the results were generated by applying a three step process of thematic analysis, where the framework’s phases and its underlying activities were identified. Findings – This study’s findings are presented in a process framework, explicitly illustrating key activities for the value creation and value capture dimensions. The framework further suggests AI providers to design AI offerings by going through three phases, i.e. identifying prerequisites for value creation, connecting value creation with value capture opportunities and designing the value offering. It is also found that AI providers must develop multiple business models, and operate them simultaneously, to operationalize AI successfully. Theoretical and practical implications – This study contributes to the theoretical understanding of AI by identifying activities building the value creation and value capture dimensions. In addition, the process framework can be used by practitioners when developing or refining business model architectures for AI offerings. Limitations and future research – This study is limited by its scope, and future research is recommended to perform extended studies where both providers and its customers are included. In addition, this study’s findings highlights the importance of developing and operating multiple business model to operationalize AI successfully. However, this also induces risks of business model cannibalization, which calls for more research.

Background: How business is conducted is constantly developing and the design of the business model is a crucial part to have a clear vision of the company’s goals. Simultaneously, technologies are developed which generate new business opportunities. To fully exploit these opportunities, companies need to innovate their business model. The description of digitalization within previous literature has been mainly holistic, without much reference to specific mechanisms and activities enabling business model innovation. Little is known about the mechanisms of digitalization and their effect on business model innovation.  Purpose: The purpose of this is to understand how digitalization affects business model innovation in firms. It aims to identify mechanisms of digitalization and how they affect the underlying dimensions of business model innovation.  Method: An exploratory research design was applied within this qualitative study to fulfill the purpose. The data collection was done through nine semi-structured interviews with employees at manufacturing companies with good insight of the company’s digitalization process. Using an inductive approach, the data has been analyzed through a thematic analysis.  Conclusion: This study has shown what mechanisms of digitalization affect each of the dimensions of the business model. Further, it has contributed with an understanding of how the dimensions are affected by the mechanisms. The analysis resulted in the development of an emergent framework which depicts what the mechanisms are and how they can lead to a perceived positive effect on business operations.

Thesis’ background This thesis intends to contribute to the literature gap identifying when connecting the literature on capabilities required for the transition towards circular business models and the literature that investigates the value creation and capture in these business models. Research aim Identifying the key capabilities that facilitate the transition towards circular business models and investigating their use for value creation and capture Methodology A qualitative approach was followed, and semi-structured interviews were conducted with four managers working at companies that are experiencing circular business models Findings Eight key capabilities were identified from this research including: (1) Developing the systemic thinking, (2) Managing the circular network,(3) Managing knowledge, (4) fostering open innovation, (5) Understanding customer’s requirement for exploring the wasted value, (6) Designing products for longevity, (7) Innovating in the sale and use phase and (8) managing circular suppliers to close the loops between the end use and the production. Deploying these eight key capabilities with a systemic thinking would enable companies moving to circular business models and creating and capturing economic and non-economic sustainable values.

Ma thèse porte sur les questions liées à la création de valeur et à la capture de valeur dans les écosystèmes d’entreprise. J'explore comment les acteurs à but non lucratif et à but lucratif façonnent ces écosystèmes et leur évolution à travers la conception de relations avec des compléments clés.Le premier chapitre utilise un modèle formel pour étudier comment un acteur à but non lucratif, en interagissant de manière stratégique avec les entreprises, peut faciliter la création de valeur dans les chaînes d'approvisionnement verticales. Le deuxième chapitre étudie les stratégies utilisées par les entreprises pour façonner l'écosystème dans lequel elles se font concurrence et maximiser la capture de valeur. Plus précisément, j’examine la décision des entreprises de rendre leur produit compatible avec de multiples compléments ou de le garder exclusif d’un complément spécifique dans le contexte du marché des médicaments anti-VIH. J'utilise un ensemble de données exclusif sur la consommation de médicaments au niveau individuel, obtenu auprès de l'assurance maladie nationale française, ainsi que des données collectées manuellement sur les essais cliniques de médicaments anti-VIH. Le troisième chapitre jette un pont entre les deux premiers chapitres et explore la manière dont les acteurs à but non lucratif façonnent activement l’écosystème en comparant les essais cliniques sur les médicaments anti-VIH parrainés par des entreprises et par des organismes à but non lucratif.Pour conclure, je cherche à comprendre comment les entreprises peuvent maximiser la création de valeur et la capture de valeur dans les contextes où les produits complémentaires sont importants. Je m'efforce d'inclure les acteurs à but non lucratif en tant que partie intégrante de l'écosystème et de comprendre comment les actions d'acteurs qui ne cherchent pas à maximiser leurs profits affectent les stratégies des acteurs à but lucratif vis-à-vis de leurs compléments. / My thesis focuses on issues related to value creation and value capture in business ecosystems. I explore how nonprofit and for-profit actors shape these ecosystems and their evolution through the design of relationships with key complements.The first chapter uses a formal model to study how a nonprofit actor, by strategically interacting with firms, can facilitate value creation in vertical supply chains. The second chapter studies the strategies that firms employ to shape the ecosystem they compete in and maximize value capture. Specifically, I look at firms’ decision regarding whether to make their product compatible with multiple complements or keep them exclusive for a specific complement in the context of anti-HIV drug market. I use a proprietary individual-level dataset on drug consumption obtained from the national French healthcare insurance and hand-collected data on clinical trials of anti-HIV drugs. The third chapter bridges the first two chapters and explores how nonprofit actors actively shape the ecosystem by comparing firm-sponsored and nonprofit-sponsored clinical trials on anti-HIV drugs.To conclude, I seek to understand how firms can maximize value creation and value capture in the contexts where complementary products are important. I strive to include nonprofit actors as an integral part of the ecosystem and understand how the actions of actors who do not seek to maximize profit affect the strategies of for-profit actors towards their complements.

Business strategies for competitive succession have been captivating the attention of scientists and entrepreneurs from all over the world. As more competitive circumstances are reached within a market, the value perspective expressed by consumers becomes increasingly relevant. The manufacturing industry has somewhat been resistant to incorporating soft consumer values into their business models, as many of them are built up by traditional price- and firm-centric structures and belief systems. In this thesis, we explore how embracing these values can benefit manufacturers and how to strategically use value creation and value capturing processes. Previous research on the topic has found that the ability to create and capture soft values has grown in other industries, however, the manufacturing industry has not yet fully embraced this trend. The reason is mainly due to their traditional structure. If manufacturers do not act now, they are threatened by a decline in market share that might lead to a market exit.  This thesis performs a case study of a Nordic rock bolt manufacturer and investigates what soft values are and how they can be utilized in the manufacturing industry. A question to ask while researching this topic, is what does the consumer evaluate when purchasing rock bolts from the manufacturer? To collect the answers, 6 different methods were used, including a field visit to a mine in Finland and several semi-structured interviews with representatives and actors in the Nordic rock bolt manufacturing industry. The various methods were all applied to get a holistic view of the problematization.  The study identified 9 soft values among rock bolt consumers that can be utilized in different value creation and capture processes. These soft values are based on the needs and wants that matter in the purchasing decision. Manufacturers should seek new and innovative ways of meeting consumer needs and wants. This means engaging with consumers and opening up for value co-creating opportunities. In turn, consumer knowledge will be beneficial to the manufacturer’s competitiveness. Furthermore, service-centric strategies, such as servitization, are ways for product companies to capture consumer value. Moreover, to further gain purchasing interest, it is suggested that manufacturers could incorporate value-based pricing strategies. This can promote the benefits of the manufacturer’s product, leading to a price setting that primarily is based on consumer-perceived values.  All in all, this study has demonstrated the importance and opportunity of soft value identification, creation, and capturing in the manufacturing industry by showing how price can be trumped by other, softer, values influencing the decision-making process.

Det finns betydande behov av att utveckla befintlig och ny transportinfrastruktur i Sverige. Dessa projekt är ekonomiskt utmanande och begränsas ofta av offentliga budgetar. I avsikt att utöka finansieringskapaciteten har värdeåterförande metoder införts som fördelar ansvaret på fler parter. Det senaste tillskottet är medfinansieringsersättning som innebär att en kommun som medfinansierar statlig eller landstingskommunal transportinfrastruktur i sin tur får förhandla med fastighetsägare och exploatörer om att frivilligt ersätta kommunen för deras bidrag. Ersättningen kan aktualiseras förutsatt att en kommun medfinansierar, fastigheter antas öka i värde och kommunen har riktlinjer för tillämpningen.  Medfinansieringsersättning regleras sedan april 2017 i plan- och bygglagen. I lagstiftningen finns tolkningsutrymme för det praktiska utförandet, varför arbetet belyser hur kommuner tillämpar och kan tillämpa ersättningen. Studien sammanställer bl.a. nio Stockholmskommuners förhållningssätt, baserat på intervjuer och kommunala handlingar. Resultaten visar att en övervägande del av kommunerna har börjat eller ska börja använda medfinansieringsersättning. Det finns noterbara skillnader i tillämpningen som beror på skilda förutsättningar avseende exempelvis stadsbild, markägoförhållande eller politisk vilja. Inom vilka geografiska områden som avtalande om ersättning blir aktuell framgår av kommunens influensområden som definieras utifrån transportinfrastrukturens värdepåverkan. Generellt betalas ersättningen som ett belopp per kvadratmeter byggrätt vid exploatering av bostäder och kontor inom 1 000 meter från stationslägen. I influensområdena kan ersättningsnivån variera med faktorer som exempelvis avstånd till station eller tid till driftstart.  Ersättningen motsvarar ungefär 5 % av byggrättsvärdet, men nivån kan variera mellan ca 0-10 % beroende på kommunens antaganden och förhållningsätt. Flertalet kommuner bestämmer ersättningsnivån genom att fördela medfinansieringsbidraget på planerat antal byggrätter istället för att utgå från en värdering av värdeökningen. Orsaken är att kvantifiering av värdeförändringen bedöms för oklar och svårbestämd. Samtidigt är det få som ifrågasätter att transportinfrastruktur medför värdepåverkan. I varje enskilt fall där värdeökningen kan antas större än ersättningen bör därför överenskommelse vara möjlig. Medfinansieringsersättning kan inte anses vara så förhandlingsbart och frivilligt som lagstiftaren hade intentioner om. Att nå en frivillig överenskommelse begränsas av att parterna inte är jämnstarka till följd av kommunens planmonopol samt att likabehandling, transparens och förutsägbarhet ska upprätthållas. Erläggande av ersättningen kan snarare ses som en förutsättning för att få en detaljplan inom influensområdet. / There is a considerable need to develop new and existing transport infrastructure in Sweden. These projects are economically challenging and often limited by public budgets. To expand the financial resources, methods of land value capture have been introduced to allocate responsibility to more parties. The latest addition is “co-financing compensation”, which means that a municipality that co-finances transport infrastructure can negotiate with a property owner or developer to voluntarily compensate the municipality for their contribution. The compensation can be actualized provided that a municipality co-finances, the real estate is assumed to increase in value and that the municipality has guidelines for its application. Co-financing compensation was introduced in the Planning and Building Act in April 2017. The legislation is relatively vague, which creates opportunities for interpretation of the practical implementations. Therefore, the work sheds light on current and potential ways for municipalities to apply this compensation. The study compiles how nine municipalities within the Stockholm region use the compensation, based on interviews and municipal documents. The results show that a majority of the municipalities have begun or will begin to use co-financing compensation. There are notable differences in the application due to conditions such as cityscape, landownership or political intention. The catchment area, defined by the municipality, shows which areas are eligible for the compensation and depends on how the transport infrastructure impacts the monetary land value. In general, the compensation is paid as an amount per square meter of the building rights when developing buildings within 1 000 meters from train stations. Furthermore, in the catchment areas, the compensation level may vary with factors such as distance to station or time to station opening of the transport infrastructure. The co-financing compensation corresponds to approximately 5 % of the building right value, but the level may vary between 0-10 % depending on the municipality's adoptions and approaches. Most municipalities determine the level of compensation by allocating the co-financing contribution to a planned number of building rights instead of appraising the value increase. The reason is that quantification of the change in value is considered to be unclear and difficult. At the same time, not many people questions the notion of transport infrastructures impact on property values. In each case where the increase in value can be assumed to be greater than the compensation, an agreement should be reachable.

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垂直性社群平台將定位聚焦在特定主題，匯聚對特定主題有興趣的人。由於 使用者在不分眾社群平台與分眾社群平台之間，表現出多棲的行為。在Facebook崛起後的台灣社群平台市場，分眾是進入社群平台市場的機會點。然而，對平台企業而言，成功經營的關鍵挑戰是能夠以平台創造的價值建立收益流。因此本研究探討以下問題： 一、 垂直性社群平台如何獲取價值？ 二、 影響垂直性社群平台營收模式發展方向的關鍵因素為何？ 三、 驅動垂直性社群平台營收持續成長的關鍵策略為何？ 為回答上述三大問題，本研究採取多個案研究法，針對三家個案平台依序分 析其營收模式的建立、主要營收驅動力的作用過程、營收成長策略。從分析結果，本研究得到以下的結論： 一、 垂直性社群平台獲取價值的方式主要有兩種型態：其一是藉由掌握對大量 高同質性「社群成員邊」及「外部的資訊搜尋者邊」購買決策的影響力，吸引以此群人為目標客群的廠商，並與廠商在新市場進入策略或行銷或銷售等面向合作。其二是藉由對目標客群偏好需求的瞭解，推出實體商品。 二、 社群成員的特質是影響垂直性社群平台營收模式發展方向的關鍵因素。 三、 社群成員成長策略是驅動垂直性社群平台營收持續成長的關鍵。 / The position of a vertical social networking platform focuses on a specific topic, and members of the vertical social networking are interested in this specific topic. Due to multi-homing behavior of users between social networking platforms which focus on specific topics and social networking platforms which do not focus on specific topics, after the growing of Facebook in Taiwan, focusing a specific group gives platform-based companies opportunities to enter the social networking platform market. However, what the biggest challenges in running a successful platform is to establish revenue streams by the value that the platform creates. The present study tries to answer the following three questions: 1. How does a vertical social networking platform capture value？ 2. What are the key factors that affect the development direction of revenue model for a vertical social networking platform？ 3. What are the key strategies a vertical social networking platform use to drive revenue growth？ By analyzing the platform value capture mechanisms, this study concludes that: 1. Vertical social networking platforms capture value by two way mainly: first, on the basis of influence on consumer decision-making, vertical social networking platforms attract firms to cooperate on market entry strategies or marketing. Second, vertical social networking platforms could launch physical products based on understanding needs and preferences of users. 2. The common characteristic of the community members is the key factor that affects the development direction of revenue model for a vertical social networking platform. 3. The community member growth strategy is the key to drive community platform revenue growth.