With teleworking becoming an increasingly normalized work arrangement after the Covid-19 pandemic, it opens up possibilities for workers to be located elsewhere than their workplace. This indicates that work-related relocation may not be a necessity anymore for parts of the workforce, because they can choose to work remotely instead of relocating. The overall purpose of the thesis has been to investigate whether the normalization of telework as a part of the employee value proposition’s benefits will make people in the workforce less likely to relocate for work. The employee value proposition theory was used to understand the current role telework has as a part of the benefit component, and how telework may affect the employees' likelihood to relocate for work. Two research questions were used to answer the overall purpose:  Has telework resulted in the benefit component having a greater influence than other components for the workforce? Has telework offered as a benefit made people in the workforce less likely to relocate for work? The research purpose for the study was exploratory and the research approach was a deductive, qualitative study approach. Semi-structured interviews were used to collect the data and the sampling were selected by both the purposive and snowball sampling method. The sample for the interviews were employees who have a job where it is possible to do teleworking and were between 25-35 years old. After the interviews were conducted, the data was analyzed by using thematic analysis. The finding of the study indicates that the influence of the benefit component did not change compared to previous research and still had a mid-level of importance. It is not likely that telework has made the benefit component to have an overall greater influence compared to other components, but there were components such as affiliation that were very influential when making relocation decisions. It was also found that family members, especially partners and children, were a big influence on relocation decisions. The participants were more likely to consider teleworking instead of relocating when they had partners and children. Several of them could not see themselves only doing teleworking long-term though, because the connection with the colleagues and team at their workplace were also important. The findings of the study indicate that human connection and relationships have become increasingly important for the employees, and this affects both their teleworking and relocation decisions.

健康的重要性，人人皆知，但是知易行難，現代的人忙碌，卻也創造出更多不運動的理由。近年來因為手機的普及，讓資通業者看到的是個人對身體自主健康的需求，隨著智慧手環的關鍵技術發展漸趨成熟，讓智慧穿戴裝置成為生活的必需品，許多人都相信智慧穿戴裝置將是下一個令人期待的高成長產業，而健康管理與穿戴裝置的結合又一直是此類產品發展的重點。 本論文研究的目的是希望經由分析智慧穿戴市場的基本應用與產業現況，來探討穿戴裝置業者的產品在健康管理相關領域的市場應用範圍。研究的架構是藉由分析幾個智慧穿戴業者現行的商業模式圖並輔以價值主張的設計分析探討，找出研究個案的關鍵成功因素，本研究也根據評量分析作出結論與建議，達成在這個互聯網時代，研究機構，廠家跟消費者能精準管理健康，產業成長獲利，全民健康運動的三贏目的。

Frågeställning: Hur bör ett företag i säkerhetsbranschen som verkar på en mogen businessto-business marknad agera för att skapa ett nytt starkt varumärke med hjälp av branding? Syfte: Syftet med rapporten är att analysera vikten av branding och betydelsen av att utformaett starkt varumärke inom business-to-business i säkerhetsbranschen. Rapporten syftar äventill att identifiera strategiska rekommendationer som G4S bör ha i åtanke vid skapandet av sitt nya varumärke. Metod: En fallstudie med induktiv ansats och kvalitativ forskningsmetod har använts vid undersökningen. Datainsamlingen har skett via intervjuer. Resultat, slutsatser: Undersökningen påvisar att branding inom business-to-business är viktigt då vi finner flera aspekter som tyder på att full rationalitet inte verkar på denna marknad. Slutsatser om hur företag på business-to-business marknaden bör arbeta med branding har dragits utifrån ett antal begrepp som vi identifierat. / Research question: How should a company in the security industry, that operates in a mature business-to-business market act to create a new strong brand using branding? Purpose: The report aims to analyze the importance of branding and the importance of designing a strong brand in business-to-business in the security industry. The report also seeks to identify strategic recommendations that G4S should keep in mind when creating their new brand. Methods: A case study with an inductive approach and qualitative research method has been used for this survey. Data has been collected through interviews. Results, conclusions: The survey shows that branding in business-to-business is important as we find several aspects that suggest that full rationality is not present in this market.Conclusions about how companies in business-to-business markets should work with branding has been drawn from a number of concepts that we have identified.

Empresas de manufatura tradicionalmente concentram os seus esforços em concepção, desenvolvimento, fabricação e comercialização de produtos físicos. No entanto, alguns fabricantes têm alterado suas estratégias de negócio, complementando a venda de produtos com o fornecimento de serviços, incorporando conhecimentos e atividades associados ao seu uso, e gerando maior percepção de valor por parte dos seus clientes. Com isso, a competição estratégica por meio de serviços tem se tornado uma marca distintiva das empresas de manufatura inovadoras, proporcionando à empresa um meio robusto para proteger o seu mercado dos concorrentes. Assim, observa-se um interesse crescente em pesquisas sobre o papel dos serviços para sustentar a competitividade da indústria. Abordagens orientadas a serviço, que incorporam esta mudança de foco do negócio, da oferta de produtos isolados para soluções integradas, têm sido tratadas na comunidade acadêmica como servitização, e tipicamente acarretam inovações no modelo de negócios (MN) da empresa. O objetivo deste trabalho é investigar como as empresas podem promover inovações em seus MNs para suportar suas estratégias de servitização, e propor um conjunto de artefatos para apoiá-las na implantação destas estratégias, a partir do seguinte problema de pesquisa: \"Como inovar o MN de uma empresa que adota a estratégia de servitização?\", que se desdobra nas seguintes questões: (i) quais são os principais fatores motivadores para uma empresa adotar a estratégia de servitização?; (ii) como representar o MN de uma empresa incorporando a lógica dominante de serviço, mais adequada para servitização?; (iii) como inovar o MN de uma empresa para implantar sua estratégia de servitização?; e (iv) como aplicar os artefatos propostos para apoiar a implantação da estratégia de servitização em uma empresa? Realiza-se uma pesquisa de natureza exploratória e prescritiva, baseada no método design scienceresearche amparada por uma revisão sistemática da literatura sobre os temas correlatos, visando propor artefatos em resposta às questões colocadas. A demonstração de um dos artefatos propostos é feita com suporte de um estudo de caso em uma empresa multinacional, fabricante de equipamentos médicos, seguida por uma avaliação empírica desta demonstração, suportada pelo método thinkingaloud. A partir das quatro questões de pesquisa, são obtidos os seguintes resultados: (i) identificação, análise e categorização dos principais fatores motivadores para adoção da servitização; (ii) proposição de uma arquitetura de MN incorporando a lógica dominante de serviço, para facilitar o estudo da servitização; (iii) proposição de um processo de inovação do MN da empresa, para implantar a servitização. e (iv) demonstração e avaliação da arquitetura proposta de MN para servitização. A pesquisa oferece contribuições à literatura de MN e servitização, e aos gestores de empresas, propondo os artefatos canvas do modelo de negócios para servitização (CMNS) e o processo IPIDI para inovação do MN para servitização, além de contribuições metodológicas relativas a design scienceresearch e thinking aloud. / Manufacturing companies traditionally are focused on designing, developing, manufacturing and marketing physical products. However, some manufacturers are changing their business strategies, complementing the sale of products by providing services, adding knowledge and activities associated with their use, and creating a higher perception of value by their customers.Strategic competition through service delivery has become a hallmark of the innovative manufacturing companies, providing the companies with a robust means to protect their market from competitors. Thus, there is a growing interest in researching the role of services in sustaining the competitiveness of manufacturing industry.Service-oriented approaches, which incorporate this shift in business\' focus from offering isolated products, to proposing integrated solutions, have been addressed in the literature as servitization, and typically entail innovations in the company\'s business model (BM). The goal of this research is investigating how companies can promote transformations in their BMs to support their servitization strategies, and proposing a set of artifacts to support them in the implementation of these strategies, since the following research problem: \"How to innovate the BM of a company which adopts the servitization strategy? \", which unfolds in the following questions: (i) what are the main motivating factors for a company to adopt the servitization strategy?; (ii) how to represent the BM of a company incorporating the service-dominant logic, more suitable for servitization?; (iii) how to innovate a company\'s BM to implement its servitization strategy ?; and (iv) how to apply the proposed artifacts to support the implementation of the servitization strategy in a company? An exploratory and prescriptive research is carried out, based on the design science research methodology, and supported by a systematic literature review on the related subjects, aiming at proposing artifacts in response to the questions posed. The demonstration of the proposed artifacts is done by means of a case study in a multinational company, which manufactures medical devices, followed by an assessment of this demonstration, supported by the thinking aloud method. From the four research questions, the following results are obtained: (i) identification, analysis and categorization of the main motivating factors for servitization adoption; (ii) proposing a BM architecture according to the service-dominant logic, to help the servitization study; (iii) proposing an innovation process for the company\'s BM, to implement the servitization; and (iv) demonstration and assessment of the proposed BM architecture for servitization. The research offers contributions to the literature of BM and servitization, and to practitioners, proposing the artifacts business model canvas for servitization (BMCS) and the IPIDI process for innovation of BM for servitization, besides some methodological contributions related to design science research and thinking aloud.

個案銀行力行顧客關係管理員制度（CRM）背景，爰因客戶資料分析經驗顯示與現有的顧客做生意，成本只有開發新顧客的1/5至1/8；80/20 法則，告訴我們企業80% 的利潤來自 20% 的顧客。且因個案銀行深知銀行競爭激烈，有形的產品價格競爭不具差異性，企金客戶經理AO能替客戶創造無形價值的服務能力，便成為決戰未來的能力，惟有用對方法，深化與客戶互動的品質，創造感動的服務，就能維持長久競爭優勢。 該銀行採「全功能分行」模式，並對企金AO採雙軌矩陣式管理之組織改造，行政管理隸屬分行經理，業務目標績效發展隸屬總行企金部並行制，歷經逐年個案銀行經營績效亮麗表現實證，的確是一個行得通的商業模式。並不斷加強企金AO交叉銷售能力(CROSS-SELLING)，成果顯示，改造後組織績效已等同金控集團彼此整合之共同行銷效能。因此近5年以非金控組織架構下仍堅持走自己的路，奮力圖強，業績仍然表現亮麗。同時也採行扁平化組織，進行作業中心制、區域中心、到事業部的組織改造在保留原分行風貌、雙軌制下，實施KPI目標設定、職位職等新制、績效管理與發展，並通過現金增資提供員工參股，屬於調合式的變革管理。 因成立作業中心後，除了可減少人為疏失及人謀不臧的風險外，亦可經由專業化的人員作業而將風險有效控管，並且更進一步的將徵授信作業流程E化。近期更致力建置良好的客戶信用評等系統且與並和風險訂價系統及績效評核系統整合。此等運作因此，可避免營運陷入惡性競爭，提升風險控管能力，亦有別於過去的放款作業形態不完全依賴業務人員的人為判斷。對於不同風險等級的授信對象，給予不同的利率，儘可能做到質價並重。

This study aims to advance the understanding of Digital Opportunity Trust’s (DOT) value proposition by characterizing the ‘modus operandi’ and to develop a method to explore the impact of entrepreneurship in the developing (or under-developed) regions of the world undertaken by Digital Opportunity Trust. DOT is an initiative to help reduce poverty, and to achieve greater social and economic stability by empowering people with skills and knowledge by utilizing new technologies in their communities. Prior research suggests the adaptation of ‘Information and Communication Technology’(ICT) and technological advancement as a means of addressing 500 million people worldwide, those residing at the ‘bottom of the pyramid’ (Prahalad, 2005) for an effective social transformation. “Digital Opportunity Trust (DOT)” is one of the not-for-profit (NFP) / non-governmental organizations (NGO), which strives to accomplish this goal by blending ‘entrepreneurial’ education with ‘corporate social responsibility’ to foster new ventures that use digital communications technology. DOT is operating in eleven (11) countries for more than eight (8) years now, rendering it important to validate and evaluate the extent to which Information and Communication Technology ICT allows people in poor communities to exchange knowledge, and to compete with new enterprise. Personal interviews (Case Study Methodology) with DOT’s executives, staff, interns and contractors were arranged to gather insightful information and to characterize the value proposition. The aim is to gather estimates of achievement for each of the defining attributes (‘as things are’ to reflect present achievement and ‘as things could be’ to reflect how far the attribute might be ‘pushed’). While it must be the responsibility of DOT’s leaders to articulate formally its value proposition, evidence gathered in this case study points in possible directions. For example, DOT’s value proposition is based on a humanitarian goal and a win-win situation that benefits the people of underdeveloped regions as well as DOT itself. DOT does not merely advance monetary aid to the poor regions of the world; rather it creates a model of economical sustainability. It empowers people by imparting technical prowess and training to them. This not only keeps them abreast of the whole world, but also helps improve their quality of life. DOT provides technological initiatives and programs in developing areas, while adhering effectively to accountability structure. Multinational companies and not-for-profit organizations can gain useful and practical knowledge from DOT’s experience. DOT brings an edge to entrepreneurship by advocating productivity and skill, especially in technological fields. The poor man’s plight turns into a healthy, industrious skill. An emerging paradigm for creating shared value suggests that this is precisely the model worldwide corporations should invest in and apply in these ever-challenging economic times.

The academic and business understanding of how Business Models through Service Logic co-creates, proposes, and captures value in extensive and complex Networked Systems is at its first daylight, specifically in the context of Service Systems with their Ecologies. With the complexity emerging in the Service Economies along with the advances in Information and Communication Technology such as the Cloud and Big Data, to describe and define the business operations, units, and value propositions consequently is done by business modeling and innovation of the company to acquire a current or new capitalization strategy, control and execution. Open Business Models such as the Business Model Canvas are easily integrated in existing or new Enterprises and Service Systems, and aim to facilitate the development of private as well as public entities in adapting, accessing, and integrating operant and operand resources by the ever-so-more used Service Logic. A Service Business Model has the academia and business recognized Service-Dominant Logic (S-D Logic) as a foundation for sensemaking in complex Networked Systems and Service Economies. The authors have conducted 20 face-to-face interviews with private and public company managers at all levels, review of literature in the Business Model and Service Logic fields, and also reviewed case studies from IBM on Business Models and its Leadership, Strategy and Technology (and Services) – which is a natural extension of our Interdisciplinary and Systems Sciences studies with S-D Logic at Karlstad Business School and Karlstad University for the past four years. The author’s research, interviews and IBM’s case studies show a need for further conceptualization and sensemaking of the Value Co-Creations and Propositions in Service Eco-System settings – and also decision-making assistance for managers designing, innovating and using Service Business Models to create sustainable Ecologies. Moreover, a Leadership perspective with a systems level strategy in Service Eco-Systems through externally-faced Value Propositions with the ability to create opportunities needs to be developed through a systems thinking. Furthermore, the quality of interaction, shared information, and influence in Dyad Perspective to facilitate Triad Relationships captures value – which is facilitated by the new Service Canvas Business Model. We argue for a multiple perspective in Service Business Models to cater both partner and customer perspective with internally- and externally-faced Value Propositions to Co-Create or Capture Value – we see that this requires an objective (objectification) foundation for consensus; the 4C model. We contend that Service Eco-Systems cannot scale or sustain without the proper use of Technology specifically Communication but also Information, which determine most of the quality in modern and digital service interactions and perspectives. Our interviews, reviews, and cumulative research in Service Business Models and Eco-Systems with IBM case studies are all strong foundations for current and future research but also for business practice today.

This study aims to advance the understanding of Digital Opportunity Trust’s (DOT) value proposition by characterizing the ‘modus operandi’ and to develop a method to explore the impact of entrepreneurship in the developing (or under-developed) regions of the world undertaken by Digital Opportunity Trust. DOT is an initiative to help reduce poverty, and to achieve greater social and economic stability by empowering people with skills and knowledge by utilizing new technologies in their communities. Prior research suggests the adaptation of ‘Information and Communication Technology’(ICT) and technological advancement as a means of addressing 500 million people worldwide, those residing at the ‘bottom of the pyramid’ (Prahalad, 2005) for an effective social transformation. “Digital Opportunity Trust (DOT)” is one of the not-for-profit (NFP) / non-governmental organizations (NGO), which strives to accomplish this goal by blending ‘entrepreneurial’ education with ‘corporate social responsibility’ to foster new ventures that use digital communications technology. DOT is operating in eleven (11) countries for more than eight (8) years now, rendering it important to validate and evaluate the extent to which Information and Communication Technology ICT allows people in poor communities to exchange knowledge, and to compete with new enterprise. Personal interviews (Case Study Methodology) with DOT’s executives, staff, interns and contractors were arranged to gather insightful information and to characterize the value proposition. The aim is to gather estimates of achievement for each of the defining attributes (‘as things are’ to reflect present achievement and ‘as things could be’ to reflect how far the attribute might be ‘pushed’). While it must be the responsibility of DOT’s leaders to articulate formally its value proposition, evidence gathered in this case study points in possible directions. For example, DOT’s value proposition is based on a humanitarian goal and a win-win situation that benefits the people of underdeveloped regions as well as DOT itself. DOT does not merely advance monetary aid to the poor regions of the world; rather it creates a model of economical sustainability. It empowers people by imparting technical prowess and training to them. This not only keeps them abreast of the whole world, but also helps improve their quality of life. DOT provides technological initiatives and programs in developing areas, while adhering effectively to accountability structure. Multinational companies and not-for-profit organizations can gain useful and practical knowledge from DOT’s experience. DOT brings an edge to entrepreneurship by advocating productivity and skill, especially in technological fields. The poor man’s plight turns into a healthy, industrious skill. An emerging paradigm for creating shared value suggests that this is precisely the model worldwide corporations should invest in and apply in these ever-challenging economic times.

Submitted by Rebecca Villagrán Reimão Mello Seoane (rebecca.seoane@gmail.com) on 2017-02-20T16:21:56Z No. of bitstreams: 1 dissertacao_RebeccaSeoane_MEX2015_final.pdf: 556851 bytes, checksum: b2ce2638a9b41ecf38b71aedf5f51d35 (MD5) / Approved for entry into archive by Janete de Oliveira Feitosa (janete.feitosa@fgv.br) on 2017-09-06T13:09:54Z (GMT) No. of bitstreams: 1 dissertacao_RebeccaSeoane_MEX2015_final.pdf: 556851 bytes, checksum: b2ce2638a9b41ecf38b71aedf5f51d35 (MD5) / Made available in DSpace on 2017-09-26T13:24:09Z (GMT). No. of bitstreams: 1 dissertacao_RebeccaSeoane_MEX2015_final.pdf: 556851 bytes, checksum: b2ce2638a9b41ecf38b71aedf5f51d35 (MD5) Previous issue date: 2016-11-24 / Currently, there are three forces that define the value for executive education courses in MBA format: the labor market – that must receive well trained professionals – the consumer – that want to be well prepared for an increasingly consistent performance – and Business Schools – organizing all academic production about management and are positioned midway between the professionals and the market. This study aims to investigate how to make up the concept of value for one of these agents: the current consumer of executive training courses in MBA format in Brazil. For this, a quest was conducted on previous research on the subject and also the analysis of what say the theorists on this type of course. Starting from the idea that an attentive listening is necessary, interviews were conducted with potential customers in order to verify what each one thought was the ideal course, seeking divergent and convergent elements in this speech. It was found, therefore, that the speech of MBA consumers shows different expectations, but some of its elements implicit reports converge to the same perception. / Atualmente, são três as forças que definem o valor para cursos de formação executiva no formato de MBA: o mercado de trabalho – que precisa receber profissionais bem capacitados –, o consumidor – que deseja estar bem preparado para uma atuação cada vez mais consistente – e as Escolas de Negócios – que organizam toda produção acadêmica a respeito da gestão e estão posicionadas no meio do caminho entre os profissionais e o mercado. Este trabalho tem como objetivo investigar de que forma se compõe o conceito de valor para um desses agentes: o consumidor atual de cursos de formação executiva em formato de MBA no Brasil. Para isso, foi realizado um levantamento a respeito de pesquisas anteriores sobre o tema e também a análise do que pensam os teóricos a respeito desse tipo de curso. Partindo da ideia de que é necessário um ouvir atento, foram realizadas entrevistas com potenciais consumidores, a fim de verificar o que cada um imaginava ser o curso ideal, buscando elementos divergentes e convergentes nesse discurso. Verificou-se, portanto, que o discurso dos consumidores de MBA demonstra expectativas divergentes, mas alguns elementos implícitos de seus relatos convergem para uma mesma percepção.

Empresas de manufatura tradicionalmente concentram os seus esforços em concepção, desenvolvimento, fabricação e comercialização de produtos físicos. No entanto, alguns fabricantes têm alterado suas estratégias de negócio, complementando a venda de produtos com o fornecimento de serviços, incorporando conhecimentos e atividades associados ao seu uso, e gerando maior percepção de valor por parte dos seus clientes. Com isso, a competição estratégica por meio de serviços tem se tornado uma marca distintiva das empresas de manufatura inovadoras, proporcionando à empresa um meio robusto para proteger o seu mercado dos concorrentes. Assim, observa-se um interesse crescente em pesquisas sobre o papel dos serviços para sustentar a competitividade da indústria. Abordagens orientadas a serviço, que incorporam esta mudança de foco do negócio, da oferta de produtos isolados para soluções integradas, têm sido tratadas na comunidade acadêmica como servitização, e tipicamente acarretam inovações no modelo de negócios (MN) da empresa. O objetivo deste trabalho é investigar como as empresas podem promover inovações em seus MNs para suportar suas estratégias de servitização, e propor um conjunto de artefatos para apoiá-las na implantação destas estratégias, a partir do seguinte problema de pesquisa: \"Como inovar o MN de uma empresa que adota a estratégia de servitização?\", que se desdobra nas seguintes questões: (i) quais são os principais fatores motivadores para uma empresa adotar a estratégia de servitização?; (ii) como representar o MN de uma empresa incorporando a lógica dominante de serviço, mais adequada para servitização?; (iii) como inovar o MN de uma empresa para implantar sua estratégia de servitização?; e (iv) como aplicar os artefatos propostos para apoiar a implantação da estratégia de servitização em uma empresa? Realiza-se uma pesquisa de natureza exploratória e prescritiva, baseada no método design scienceresearche amparada por uma revisão sistemática da literatura sobre os temas correlatos, visando propor artefatos em resposta às questões colocadas. A demonstração de um dos artefatos propostos é feita com suporte de um estudo de caso em uma empresa multinacional, fabricante de equipamentos médicos, seguida por uma avaliação empírica desta demonstração, suportada pelo método thinkingaloud. A partir das quatro questões de pesquisa, são obtidos os seguintes resultados: (i) identificação, análise e categorização dos principais fatores motivadores para adoção da servitização; (ii) proposição de uma arquitetura de MN incorporando a lógica dominante de serviço, para facilitar o estudo da servitização; (iii) proposição de um processo de inovação do MN da empresa, para implantar a servitização. e (iv) demonstração e avaliação da arquitetura proposta de MN para servitização. A pesquisa oferece contribuições à literatura de MN e servitização, e aos gestores de empresas, propondo os artefatos canvas do modelo de negócios para servitização (CMNS) e o processo IPIDI para inovação do MN para servitização, além de contribuições metodológicas relativas a design scienceresearch e thinking aloud. / Manufacturing companies traditionally are focused on designing, developing, manufacturing and marketing physical products. However, some manufacturers are changing their business strategies, complementing the sale of products by providing services, adding knowledge and activities associated with their use, and creating a higher perception of value by their customers.Strategic competition through service delivery has become a hallmark of the innovative manufacturing companies, providing the companies with a robust means to protect their market from competitors. Thus, there is a growing interest in researching the role of services in sustaining the competitiveness of manufacturing industry.Service-oriented approaches, which incorporate this shift in business\' focus from offering isolated products, to proposing integrated solutions, have been addressed in the literature as servitization, and typically entail innovations in the company\'s business model (BM). The goal of this research is investigating how companies can promote transformations in their BMs to support their servitization strategies, and proposing a set of artifacts to support them in the implementation of these strategies, since the following research problem: \"How to innovate the BM of a company which adopts the servitization strategy? \", which unfolds in the following questions: (i) what are the main motivating factors for a company to adopt the servitization strategy?; (ii) how to represent the BM of a company incorporating the service-dominant logic, more suitable for servitization?; (iii) how to innovate a company\'s BM to implement its servitization strategy ?; and (iv) how to apply the proposed artifacts to support the implementation of the servitization strategy in a company? An exploratory and prescriptive research is carried out, based on the design science research methodology, and supported by a systematic literature review on the related subjects, aiming at proposing artifacts in response to the questions posed. The demonstration of the proposed artifacts is done by means of a case study in a multinational company, which manufactures medical devices, followed by an assessment of this demonstration, supported by the thinking aloud method. From the four research questions, the following results are obtained: (i) identification, analysis and categorization of the main motivating factors for servitization adoption; (ii) proposing a BM architecture according to the service-dominant logic, to help the servitization study; (iii) proposing an innovation process for the company\'s BM, to implement the servitization; and (iv) demonstration and assessment of the proposed BM architecture for servitization. The research offers contributions to the literature of BM and servitization, and to practitioners, proposing the artifacts business model canvas for servitization (BMCS) and the IPIDI process for innovation of BM for servitization, besides some methodological contributions related to design science research and thinking aloud.