In this thesis an explorative study was undertaken with the aim to study how a number of private care providers, as well as politicians and officials from councils in and around the Stockholm and Uppsala counties, think about the future of the Swedish elderly care from a property perspective, i.e. homes for the elderly. The analysis shows that there is a demand for capacity in 6 out of 16 municipalities, and that the property is an important part of this capacity, and the fulfillment of it. This was mainly due to the cost of capital, but also because of several other factors such as lack of land, a wish to guide the design, ideology, and in many cases a wish to use the property as an instrument of domination to control private health care providers. Also, the property was show to be connected to economic competition, to freedom of choice, and to quality. The problems related to the property in the market for elderly care still remains to be solved. The writer of this thesis suggests that, among other things, patients should be treated as customers to a larger extent and problems that counter competition must be solved. Lastly, the writer has analyzed the situation in the Swedish market for elderly care from a value creation perspective. It is suggested that value can be created in both the network and within the company, even if the companies are competing, and thus ought to compete and not cooperate. / I denna uppsats har en explorativ studie företagits med målsättningen att undersöka hur ett antal privata vårdföretag samt politiker och tjänstemän från ett antal kommuner i och runt Stockholms- och Uppsala län tänker kring framtiden för den svenska äldrevården. Utgångspunkten har tagits ur ett fastighetsperspektiv, närmare bestämt vårdboenden. Bakgrunden ligger i det stora behovet av äldrevård som växer fram i Sverige och som beräknas nå sitt maximum kring 2035. Genom intervjuer har respondenterna fått svara på frågor om fastighetsbehovet, om konkurrens samt om, och i så fall hur, fastigheten kunde kopplas till kvalitet, valfrihet och konkurrens. Analysen visade att behov förekom i 6 av 16 kommuner, och att det påverkades av bland annat deras inställning till ägande och privata vårdgivare. Vidare visade sig fastigheten vara en viktig del i behovet och lösningen utav det samma, främst på grund av kapitalkostnaden, men också på grund av faktorer så som markbrist, en vilja att styra utformningen, ideologi och i flera fall en vilja att använda fastigheten som ett domineringsinstrument för att kontrollera privata vårdgivare. Konkurrensen sågs till viss del som ett utbyte framför en tävling. Slutligen framkom att fastigheten, om än som en underordnad komponent, kunde kopplas till konkurrens som nyss nämnda instrument, till valfrihet genom attraktivitet i läge och utseende, och till kvalitet som möjliggörare av effektiv vård och med rätt utformning. Fastighetsproblematiken i stort för vårdmarknaden, speciellt kopplat till LOV, återstår att lösa och författaren föreslår bland annat att vårdtagarna bör ses som kunder i större utsträckning och att konkurrenshämmande problem skall åtgärdas. Avslutningsvis har författaren analyserat situationen på den svenska vårdmarknaden ur ett värdeskapande perspektiv, kopplat till Porters, Stabell och Fjeldstads teorier om värdekedjor. En problematisk situation, sett till konkurrenskrafter på marknaden, iakttogs som orsak till att de privata vårdföretagen tycks medvetet eller omedvetet skapar värde tillsammans genom värdeskapande i nätverk parallellt med verksamhet enligt den traditionella värdekedjan, trots att detta motverkar ökad konkurrens. En möjlig förklaring är en kombination av oplanerat resursinterberoende och att det är ett slags relationsbyggande mellan företagen, orsakat av en imperfekt marknad.

以Web 2.0 模式經營的網站正飛快的成長，這些經營者巧妙地引進外部的開發能力，與顧客或企業夥伴共創價值的商業模式非常值得深究。但國內的學術理論針對Web2.0商業模式發表的論文並不多，對於價值共創的商業模式了解有限，本研究整理並分析實際案例中關於Web2.0價值共創的商業模式的資訊，希望能夠針對價值共創的商業模式提供更系統化的解釋。 本研究架構分為兩個構面，分別為商業模式的解構及分析價值網絡中的價值交換，希望進一步探討的問題如下: 1. Web2.0價值共創的商業模式對參與的顧客和企業夥伴產生甚麼樣的價值? 如何吸引顧客與企業夥伴加入共創? 2. 能夠與顧客或企業夥伴共創價值的Web2.0商業模式中需要具備哪些要素? 3. Web2.0價值共創的商業模式如何創造營收? 本研究結合文獻探討及此研究的目的，獲得以下研究結論: 1. 參與共創為顧客帶來無形價值的滿足，為企業夥伴帶來直接收益或是間接轉移價值的機會; 經營者應維護顧客參與創作的園地，重視社群間互動的基礎滿足感，並且為企業夥伴舖設可以擷取利潤或轉移價值的管道。 2. Web2.0價值共創的商業模式，首先應具備4個基礎架構的建設，分別是(1)共創平台的建立(2)參與規則的建立(3)持續滿足顧客經驗的能力(4)企業夥伴價值轉移的機制。 3. Web2.0價值共創的商業模式中，經由「免付費服務」吸引人潮或潛在顧客加入共創，在營收模式上運用到免費增值的商業模式，藉由一部分的會員付費購買增值的附加商品或訂購產品來營利，或者是藉由第三方廣告商付費的模式，由廣告商付費給經營者以獲取營收。而部分網站經營者會透過發行虛擬貨幣，作為網站交易的媒介，透過參與活動累積虛擬貨幣，類似航空公司的飛行里程獎勵，可以提升會員的忠誠度。 / Websites managed via the Web 2.0 model are currently growing quickly,These managers have delicately introduced external developmental abilities, and the business model that works with clients and corporate partners to create value. However, there are very few domestic researches on the academic theories concerning the Web2.0 business model, and there is limited understanding for the business model of value co-creation. This study organizes and analyzes the information on business models with Web2.0 value co-creation in case study, in order to provide a more systematic explanation for value co-creation business models. The framework of this study is divided into two aspects, which are the deconstruction of business model and analysis of value exchange in the value network. The questions to be explored are as follows: 1. What kind of value does the business model of Web2.0 value co-creation create for participating customers and corporate partners? How to attract customers and corporate partners to participate in co-creation? 2. What are the crucial elements in Web2.0 business models that can co-create value with customers and corporate partners? 3. How does the business model of Web2.0 value co-creation create profit? To the above purposes, this study conducted literature review and acquired the following conclusions: 1. Participation in co-creation provides customers with the intangible value of satisfaction, and brings direct profit or opportunities for indirect transfer of value for corporate partners. Managers should protect the environment for customers to participate in creation, emphasize the basic satisfaction of interaction among social networks, and create channels for corporate partners to gain profits or to transfer value. 2. The business model of Web2.0 value co-creation should have four basic infrastructure established, which are (1) establishment of co-creation platform; (2) establishment of participation rules; (3) the ability to continuously satisfy customer experiences; and (4) mechanisms for value transfer for corporate partners. 3. In the business model of Web2.0 value co-creation, “free services” are used to attract people or potential customers to participate in co-creation, and the operational model utilizes a free value-added business model, in which profit is produced when some members pay to buy value-added products or order products, or when a third-party advertiser pays managers. Some website managers would issue virtual currency as a medium for website transactions. Participation in events accumulates virtual currency which can be used to enhance member loyalty.

<p>The understanding of value is often described in terms of an industrial view in which value creation is linear, additive process. The emerging view takes a different approach to value creation: it’s interactive, relationships-based and synchronic. But either of these views capture fully the value creating importance of elements present especially in converging industries: coopetition, networks and external relationships. This thesis has been conducted by gathering primary data from telecommunication industry companies in forms of interviews. The studied companies are engaged in numerous different kinds of external relationships and they are viewed as strategically important. Additionally, respondents believed that their companieswere part of a network but no clear illustration of it could be given. For the purpose of describing some of the complexity present, the value network -framework has been developed.</p>

The understanding of value is often described in terms of an industrial view in which value creation is linear, additive process. The emerging view takes a different approach to value creation: it’s interactive, relationships-based and synchronic. But either of these views capture fully the value creating importance of elements present especially in converging industries: coopetition, networks and external relationships. This thesis has been conducted by gathering primary data from telecommunication industry companies in forms of interviews. The studied companies are engaged in numerous different kinds of external relationships and they are viewed as strategically important. Additionally, respondents believed that their companieswere part of a network but no clear illustration of it could be given. For the purpose of describing some of the complexity present, the value network -framework has been developed.

Submitted by Andrea Silva Vilas Boas (asvilasboas@gmail.com) on 2016-06-21T14:30:10Z No. of bitstreams: 1 Dissertação_Andrea_Vilas_Boas FINAL.pdf: 2245517 bytes, checksum: 2320457b8596efc735be6b1403ae065a (MD5) / Approved for entry into archive by Ana Luiza Holme (ana.holme@fgv.br) on 2016-06-21T14:32:47Z (GMT) No. of bitstreams: 1 Dissertação_Andrea_Vilas_Boas FINAL.pdf: 2245517 bytes, checksum: 2320457b8596efc735be6b1403ae065a (MD5) / Made available in DSpace on 2016-06-21T14:35:08Z (GMT). No. of bitstreams: 1 Dissertação_Andrea_Vilas_Boas FINAL.pdf: 2245517 bytes, checksum: 2320457b8596efc735be6b1403ae065a (MD5) Previous issue date: 2016-05 / This work intends to identify the relevant changes in the market and what the value realized by customers and cabbies, considering the insertion of the companies providing taxi service in the virtual world by using apps. In order to reach out this goal, we explain the value chain concept, including the virtual value chain and value network, aiming to get the best knowledge of the structure in which the companies of this new environment are based on, as well as we explain the business model concepts and Business Model Canvas. Based on this theoretical foundation, we propose a framework that will allow extract information and, after analyzing them, we identify, through a case study, the relevant changes that have occurred in this market and the value realized by both customers and cabbies. The topic is relevant because this is a significant change in how the companies make relationship with their customers and providers. And because it allows to observe what added value this model has been providing and why, due to this, about 30 thousands cabbies in the existing 35 thousands in São Paulo have opted for using apps, making that one of the companies studied in this work have get to more than 2.5 million of downloads in the whole Brazil. It is expected, through this study, to identify the relevant changes that the apps integration has brought to the users and taxi drivers and provide a framework that can be used as an assistant in the analysis of the value chain and virtual value chain of the market for taxi services and show that this model is not just fading to which we can assign a number of benefits, but also a trend that is redefining the format of the companies in this market. / Este estudo pretende identificar as mudanças relevantes no mercado e qual o valor percebido pelos clientes e taxistas, considerando-se a inserção das empresas prestadoras de serviços de táxis da cidade de São Paulo no mundo virtual, através do uso de aplicativos. Para tanto, explanamos o conceito de cadeia de valor, incluindo cadeia de valor virtual e rede de valor, a fim de um melhor entendimento da estrutura em que se embasam as empresas desse novo ambiente, bem como explicamos os conceitos de modelo de negócio e Business Model Canvas. Com esse embasamento teórico propomos um framework com a finalidade de auxiliar o processo de extração e análise das informações que permitiram identificar as mudanças relevantes que ocorreram nesse mercado e o valor percebido pelos clientes e taxistas, fazendo uso de um estudo de caso. O tema é relevante, por se tratar de uma mudança significativa na forma como as empresas se relacionam com seus clientes e prestadores; e por permitir observar que valor agregado esse modelo tem propiciado, que fez com que cerca de 30 mil taxistas, dos 35 mil da cidade de São Paulo, optassem pelo uso de aplicativos, fazendo com que uma das empresas estudadas nessa dissertação atingisse mais de 2.5 milhões de downloads em todo o Brasil. Espera-se, com este estudo, identificar as mudanças relevantes que a inserção dos aplicativos trouxeram aos usuários e taxistas e apresentar um framework que pode ser utilizado como um facilitador na análise da cadeia de valor e cadeia de valor virtual do mercado de prestação de serviços de taxis, esclarecendo que esse modelo não é apenas um modismo ao qual se pode atribuir uma série de benefícios, mas, sim, uma tendência que está redefinindo o formato das empresas desse mercado.

Le « low cost » est aujourd'hui un concept très mobilisé en innovation et dans le développement de nouveaux produits, à la fois dans la presse en général et dans la littérature scientifique. En sciences de gestion, le concept est aussi bien employé en stratégie qu'en marketing et dans le développement de nouveaux produits. Néanmoins, les managers ont souvent des difficultés à concevoir des produits low cost, à cause du manque d'un modèle de conception pour le low cost. Nos travaux montrent que tous les produits low cost existants ne suivent pas les mêmes règles de conception, et nous proposons un modèle de conception pour le low cost dissociant deux stratégies : le low cost adapté et le low cost innovant. Dans la stratégie de low cost adapté, le produit est reconçu à partir d'un produit existant en enlevant les fonctions non-essentielles. Dans le cas du low cost innovant, une solution complète est conçue pour un besoin défini avec un objectif de coût. Le low cost innovant permet donc de proposer des produits à plus faible coût, mais avec une valeur pour le client plus élevée que les produits existants. Au-delà des règles de conception d'un produit, nous montrons à travers une étude longitudinale effectuée dans le secteur du transport public urbain, les possibilités ouvertes par le low cost innovant pour renouveler l'identité d'objets stabilisés. L'étude de cas souligne trois résultats principaux: 1 / la légitimation du low cost adapté par une stratégie qui combine les deux approches; 2 / la performance de l'approche low cost repose sur la performance de la stratégie d'innovation au-delà des produits et sur sa capacité à renouveler l'identité du transport public; 3 / le low cost renforce les capacités dynamiques d'innovation quand il est utilisé comme outil pour redéfinir les limites de la recherche et de l'espace de conception des organisations, ainsi que comme un outil pour créer de nouveaux partenariats. Enfin, l'étude d'un tel contexte industriel, comme un réseau de valeur complexe, a souligné combien la conception low cost aide à surmonter les obstacles à l'innovation des écosystèmes renouvelant l'identité des objets, proposant de nouveaux partenariats, conduisant les entreprises à redéfinir et reconfigurer leur écosystème ainsi que leur processus de création de valeur. / “Low cost” is nowadays a very mobilized concept in innovation and new product development both in the general press and in the scientific literature. In management sciences, theconcept is widely mobilized in strategy, marketing as well as new product development. However, there seems to be a lack of a design model for such an approach, making difficult for managers to implement the development of low cost offers. Our work shows that existent low cost products had followed different design rules that could be modelled. We propose a low cost design model that distinguishes two approaches: low cost adaptation and smart low cost design. In low cost adaptation approach, the product is designed through a “no-frills” approach to a regular product: the aim here is to reduce the performance of the existent product on secondary needs to reduce the reference cost. In the smart low cost design approach, a new solution is designed for an existing need with a cost goal. Thus, this specific design approach allows creating products with lower cost and higher value than regular products.Beyond the design rules of a product, we show the possibilities opened by smart low cost design to renew the dominant design through a longitudinal study done in the urban public transport sector. The case study underlined three main results: 1/ legitimization of a low cost adaptation needs a dual strategy that combines both approaches; 2/ the performance of low cost strategy relies on the strategy performance beyond products and its capacity to renew the public transport's dominant design; 3/ Low cost approach supports the dynamic capability for innovation when low cost is used as a tool to redefine the organizations' research and design space limits, as well as a tool to create new partnerships.Finally, the study of such industrial context, as a complex value network, underlined how low cost design help to overcome ecosystem barriers to innovation and propose new partnerships, leading firms to redesign and reconfigure their ecosystem and the value creation process.

Purpose: The aim of this thesis is to explore the impact that increased availability of digital distribution has on physical distribution. The focus is on the effects that digital distribution has on the value creating processes of game developers with regard to distribution alternatives, strategic networks and consumer interaction. Additionally we examine if there is a future for physical distribution of games in an increasingly digital market. Background: It is estimated that only the online gaming market alone will turn over more than $13 billion in 2013. In terms of market potential this means that video gaming has already surpassed the movie industry and is closing in on the music industry (Jöckel, Will &amp; Schwarzer, 2008). Digital distribution is gaining ground in the game industry (Cook, 2012), and access to high-speed internet connectivity is also increasing at a rapid pace. This creates a choice for game developers to adapt their strategies to the new ways of distribution. The previous view of the market was a linear value chain where developers must use intermediaries to reach an end consumer (Williams, 2002). The network dynamics appear to have changed, consumers have an impact on development and there are more complex interactions between the actors in order to generate better value. Method: The thesis uses an exploratory qualitative research method by conducting semi-structured interviews with developers on how the distribution channels have changed. Secondary data concerning the value chain, networks, and value constellations and was gathered to support the empirical background of the market. Conclusion: The value chain has been reconfigured from the classical value chain to a value constellation as increased online availability has changed the distribution possibilities allowing reciprocal relationships and user co-production as well as disintermedation of middle-hands. Value is created for the game developers through three different paths in our own value constellation: portals, direct sales homepage, and through publisher. In all three paths consumers play an important role through user participation in the value creation through user created content and user feedback through community and fan-base activities.. Our conclusion is that the future of physical distribution in the current format is threatened by digital alternatives, and will likely be discontinued in the long run and/or radically changed to include more physical value adding content.

This study investigates the drivers and forms of business model innovation. It is built on the business model innovation typology proposed by Koen et al. (2011), we have developed its dimensions into Hurdle rate, technology, partners value network and customer value network. The study used these dimensions as a base to differentiate between the two approaches of the business model innovation which were identified as innovating the existing business model approach and multiple business model approach. The study used qualitative analysis, through a dual case study approach in the automotive industry, consequently Fiat and Tata Motors were selected as case studies. Furthermore, the study foundation is secondary data supported by primary data (i.e. interviews) to investigate how each of these two organizations has implemented business model innovation in each case study, by highlighting and contrasting their different approaches of business model innovation. The results of the study showed that each of the two approaches of business model innovation implies open innovation and expands the organization’s value network. However, innovating the existing business model focuses on improving the organizations’ performance, and sustaining innovation. On the other hand, the multiple business model approach aims to disrupt the industry or a competitor (i.e. New entrant), through disruptive innovation. Moreover, the study proposed a process based framework and a checklist on business model innovation, to assist the decision makers in organizations while choosing between innovating their existing business model or designing a new one.

Although many information system (IS) implementations are considered to have the resources necessary to be successful, they often fail. This is especially challenging for small IS providers who lack a proven process for gaining willingness to use and onboard a new customer. Hence, there is a need to develop a framework to identify potential pitfalls in such implementation matters, from designing the system until successfully onboarded customers. This paper aims to target this issue and proposes a framework for identifying common pitfalls during the implementation process of an IT system. Moreover, this paper applies the framework to an IS provider in the start-up phase by focusing on the system user. With the support of the framework and based on the company's context, this paper presents identified pitfalls and suggestions for actions that the IS provider can take to avoid them. IS models are selected and applied considering the company's needs and previous literature. The IS models considered are Value Network Analysis (VNA), Extended Technology Acceptance Model (TAM2), and Theory of Planned Behavior (TPB). As a result, seven pitfalls are identified considering organizational culture and leading change, user resistance, complexity, mandatory reliance, value demonstration, experience and control, and weak links.

Företags framtid ligger i dess egna händer; beroende på hur väl de anpassar sig till nya förutsättningar i alla dess former så kommer vissa att överleva medan andra går i graven. Under flera hundra år har utvecklingen inom industrin medfört att företag kommit och gått. Idag står vi enligt flera inför randen till en ny teknisk era med en fjärde industriell revolution som följd, Industri 4.0. Vi har en evolution mot en mer automatiserad tillverkningsindustri där allt fler moment sker utan en människas händer bakom spakarna. Industri 4.0 ses av många som en vision om hur framtiden kommer att se ut inom tillverkningsindustrin. Många av de idéer samt teknik som finns inom denna vision går att ta del av redan idag och möjligheterna till att förbereda sig för framtiden finns redan och det gäller att så snabbt som möjligt börja ställa om för detta. I takt med att industrin och dess konkurrens förändras kommer kraven på kvalité öka samtidigt som tillverkningen måste blir mer resurseffektiv. Området är mycket viktigt att belysa då det är ett nytt område där det tidigare inte skett mycket forskning. Att belysa detta område kan även komma att inspirera andra till ytterligare studier inom området och främja utvecklingen för fler företag än endast fallföretaget i denna studie: HordaGruppen. Syftet med studien har varit att inledningsvis få en förståelse för vilka tankar och idéer om framtiden som finns inom industrin idag för att senare kunna testa lösningar baserade på dessa idéer på några befintliga problem inom HordaGruppen, vars verksamhet finns inom plastindustrin. Lösningarna kan ses som de första stegen mot Industri 4.0 för att underlätta för företaget ifråga inför en framtida utveckling och ger även företaget möjlighet att börja samla in data kring processen, vilket i framtiden ger företag som HordaGruppen en fördel gentemot konkurrenter som påbörjar sin omställning senare. Utgångspunkten för studien har varit en kvalitativ studie med aktionsforskning och fallstudie som angreppsätt. Fallstudien har utförts genom en intervju med John Lejon, affärsutvecklare på HordaGruppen och en öppen diskussion med produktionsledare Valdet Berisha angående maskinen som är fokuserad på. Data till studien har erhållits genom artiklar skrivna inom området samt en intervju med grundaren till ett stort statligt projekt i Tyskland, Philipp Ramin, där de startat ett innovationscentrum för Industri 4.0. Resultatet i rapporten är att med hjälp av dagens teknik går det att ta de första stegen mot visionen Industri 4.0. All teknik finns självklart inte, men med hjälp av den teknik som finns idag kan olika företag inom tillverkningsindustrin dra fördelar av att starta omställningen mot Industri 4.0 redan idag. / The future of industry is in companies own hands. Today we are going to a more automated manufacturing industry where human beings are less involved and it is more crucial than ever before to adapt to new changes in the industry and technology. Internet of things and cyber physical systems are becoming a bigger part of our lives. This case study on HordaGruppen is focused on how HordaGruppen from the plastic industry can develop with some ideas from the vision Industry 4.0 in order to ensure the quality of the product. Most of the technology needed for Industry 4.0 is available today and there is no reason not to start using it. The study will introduce to Industry 4.0 and the basic ideas that the vision stands for and then try to define and solve some problems within one machine in one of their plants. The results presented in this study shows that using sensors and other technology available today you can take the first steps towards Industry 4.0.