Submitted by Eliene Soares da Silva (eliene.silva@fgv.br) on 2012-11-26T14:59:25Z No. of bitstreams: 1 FINAL THESIS_Sven Kämmerer.pdf: 4409442 bytes, checksum: f0b4d51fcb5997ef130c873c65386e15 (MD5) / Approved for entry into archive by Eliene Soares da Silva (eliene.silva@fgv.br) on 2012-11-26T15:03:02Z (GMT) No. of bitstreams: 1 FINAL THESIS_Sven Kämmerer.pdf: 4409442 bytes, checksum: f0b4d51fcb5997ef130c873c65386e15 (MD5) / Made available in DSpace on 2012-11-26T15:16:15Z (GMT). No. of bitstreams: 1 FINAL THESIS_Sven Kämmerer.pdf: 4409442 bytes, checksum: f0b4d51fcb5997ef130c873c65386e15 (MD5) Previous issue date: 2012-09-27 / This thesis develops and evaluates a business model for connected full electric vehicles (FEV) for the European market. Despite a promoting political environment, various barriers have thus far prevented the FEV from becoming a mass-market vehicle. Besides cost, the most noteworthy of these barriers is represented by range anxiety, a product of FEVs’ limited range, lacking availability of charging infrastructure, and long recharging times. Connected FEVs, which maintain a constant connection to the surrounding infrastructure, appear to be a promising element to overcome drivers’ range anxiety. Yet their successful application requires a well functioning FEV ecosystem which can only be created through the collaboration of various stakeholders such as original equipment manufacturers (OEM), first tier suppliers (FTS), charging infrastructure and service providers (CISP), utilities, communication enablers, and governments. This thesis explores and evaluates how a business model, jointly created by these stakeholders, could look like, i.e. how stakeholders could collaborate in the design of products, services, infrastructure, and advanced mobility management, to meet drivers with a sensible value proposition that is at least equivalent to that of internal combustion engine (ICE) cars. It suggests that this value proposition will be an end-2-end package provided by CISPs or OEMs that comprises mobility packages (incl. pay per mile plans, battery leasing, charging and battery swapping (BS) infrastructure) and FEVs equipped with an on-board unit (OBU) combined with additional services targeted at range anxiety reduction. From a theoretical point of view the thesis answers the question which business model framework is suitable for the development of a holistic, i.e. all stakeholder-comprising business model for connected FEVs and defines such a business model. In doing so the thesis provides the first comprehensive business model related research findings on connected FEVs, as prior works focused on the much less complex scenario featuring only 'offline' FEVs.

Scholarly communication of all types is changing dramatically with the introduction of electronic technologies. This new environment means that standalone print publishing risks being left behind, and as many STM journals acquired or launched by commercial publishers have been subject to dramatic price rises in the last few years, there has been much talk of ways to by-pass commercial publishers. The scholarly publishing market is fertile ground for innovation and there has been a lack of objective research regarding the UK university press. Despite the many changes that have occurred in the scholarly publishing industry in recent years, university presses in the UK that have not been in the forefront of innovation have remained minor players. The research focused on the university press, it's current situation and it's role in the electronic future. The research included: case studies that were conducted at both UK and USA university presses, along with the corresponding libraries, a questionnaire which was sent to academic authors that had published with both a university press and a commercial publishing house, and both qualitative and quantitative questionnaires sent to all operating UK university press directors. The thesis argues that university presses (in particular the smaller presses), as not for-profit organisations, are in a prime position to increase their power in the scholarly publishing system and can make changes to provide valued services to the Higher Education Community. Findings show that university presses, both in the USA as well as the UK, have faced, and continue to face change. Lack of funding and HEI support continues to make the traditional publishing role of the university presses difficult, and, in many cases, has caused the closure and sale of university presses in the UK. The university press continues to play an important role, and will continue to do so in the near future. However, in order for smaller university presses in the UK to remain sustainable, they must continue to adapt to, and take advantage of, change, recognise the value they add to the scholarly communication system and not rely on others to improve their situation. They cannot remain static in a changing environment. Through the work with university presses three potential business plans are proposed for a UK organisation of university presses, along with two business models to help the presses adapt to the changing environment and continue to play a role that is required by the HEI. Based on the results and conclusions of the research recommendations are made to stakeholders and ideas for further research are identified.

Computers together with Internet have been growing enormously, during the last decade and the area of information technology has been growing in the same speed. As long as the surrounding environment evolves, the business models must within the IT-area, keep the same pace. So, how do business corporations handle this change to attract customers? How do the dominant business models look like? In many cases, they are apparently much the same. But what differences can we see and what areas can be improved? We have showed that the IT area isn’t just one, it consist of several segments. These segments are pretty different but can still in many ways use similar business models. To have a chance to explore existing dominant business models, we decided to simplify existing models. The result of our simplified model showed that “a packaged solution” is one business model that companies utilize in large extent. We could also confirm that education is something that has been left behind. (This was confirmed already 2002 by M. Gustafsson and C. Heed). If companies have the possibility to integrate education in their existing models, they could attain much greater market shares. This work will show what segments information technology consists of and which kind of dominant business models that is in use. It will also provide knowledge for further examinations, which we also see as necessary.

L'internationalisation des musées est une tendance illustrant les stratégies de développement des activités ces institutions hors du marché national d'origine. Comment peut-on définir ce phénomène ? Une analyse des correspondances multiples d'une base de données, créée à partir d'une enquête réalisée dans le cadre de cette recherche, fait apparaître une typologie des musées : les «élites», les «entrepreneurs innovateurs», les «entrepreneurs conservateurs» et les «artisans». Les acteurs ont deux stratégies d'internationalisation complémentaires : la stratégie de rentabilité économique et la stratégie patrimoniale. Par ailleurs, les musées voient leurs modèles d'affaire et de gouvernance évoluer. Les modèles historiques (le modèle dépendant, le modèle affranchi, le modèle mixte) semblent être remis en cause par une baisse historique des subventions publiques, une incertitude quant aux donations privées et des ressources en billetterie qui n'augmentent pas. L'internationalisation des pratiques a un impact sur ces modèles et permet de les faire évoluer. Enfin, les caractéristiques et les pratiques des musées à l'international sont illustrées par deux études de cas : le Victoria & Albert Museum et le Musée des arts et métiers (Paris, France). / Museums are increasingly developing international strategies to raise their profiles outside of home markets. How can we define this trend? A multiple correspondence analysis of a database, which is populated by the results of a survey that we conducted among international museums, reveals that museums fall into four categories regarding their internationalization strategies: "elite", entrepreneur-innovator", "entrepreneur-curator" and "artisan" museums. Museums can have two complementary international strategies: one geared toward economic profitability or one geared toward the preservation of heritage. Traditional business models (dependent, independent, and mixed) face challenges from a decline in public subsidies, uncertainty surrounding private donations and stagnant ticket sales. The internationalization of museums have an impact on the historical models and contributes to the evolution of these business models. Two case studies illustrate the international characteristics and practices of museums: the Victoria & Albert Museum and the Musée des Arts et Métiers (Paris, France).

Digital technologies have profoundly reshaped many industries in the past years and we are continuously witnessing the creation of new ventures designing and serving entirely new markets. At the heart of these initiatives lies decisions to act, take risk and pursue ideas in the form of entrepreneurial opportunities. Much of the research on the journey from ideas to market has advanced from the idea that entrepreneurial agency emerges at the nexus of individuals and opportunities. In most academic work, opportunities are either assumed to be exogenous to the individual or socially constructed. Despite many valuable contributions in the field, the construct as it has traditionally been used only accounts for and explains opportunities once they have been realized. Hence, the established perspectives fall short in informing our understanding of how individuals actually act and make decisions that lead up to the identification and exploitation of opportunities that lack tangible premises. The question is therefore, how do we define and understand entrepreneurial opportunities before they have been realized and how do we make the construct empirically operable? The present study challenges and extends the conventional views of entrepreneurial opportunities by investigating what they are and how they emerge and evolve over time. By drawing upon in-depth qualitative data from a longitudinal study of the new venture creation process of a digital TV and film production firm, the thesis provides a reconceptualization of the opportunity construct. External enablers, a new venture idea, a business model and opportunity confidence are suggested as components that clarify what aspiring entrepreneurs actually mean when they talk about opportunities. Departing from these components, the thesis provides a framework describing opportunity development as an iterative process evolving through modes of sensemaking, sensegiving and sensebreaking. This framework adds to entrepreneurial process studies by extending the individual-opportunity nexus to include the actions and interactions between the entrepreneurs and the external environment in which they operate. The results lay a foundation for future theorizing and empirical inquiry into the early stages of new venture creation.

Nous étudions les stratégies de groupe des éditeurs de chaînes de télévision gratuites et payantes historiques, contraintes par les évolutions rapides et structurelles induites par la convergence numérique. Nous structurons notre démonstration en quatre grandes parties suivant une approche stratégique de tradition descriptive, principalement inspirée par l'école de l'environnement. Au cours des trois premières parties, nous exposerons et débâterons des mutations d’un environnement général que nous aborderons à travers trois dimensions : une dimension technologique, une dimension sociale et une dimension économique et réglementaire qui sera également l’occasion d’étudier les effets de l’environnement général sur les sphères industrielles et concurrentielles. Au cours d’une quatrième partie plus opérationnelle, nous décrivons les stratégies de diversification menées par plusieurs éditeurs de chaînes, en nous concentrant sur les activités relatives à l’édition de services de vidéo. Ce faisant, nous pensons pouvoir démontrer que les stratégies de groupe et les modèles d’affaires des éditeurs de chaînes commerciales et des éditeurs de chaînes payantes européens tendent à converger vers un modèle unique. / We study corporate strategies led by both free-to-air and paid channels publishers following rapid and structural changes brought by the digital convergence. We structure our work into four main sections following a strategic approach of descriptive tradition, mainly inspired by the environment school. In the first three parts, we will discuss the mutations of the external environment through three dimensions: a technological dimension, a social dimension and an economical & regulatory dimension which will also be the opportunity to study the questions of value chain restructuration and competition. In a last part, we aim to describe the diversifications pursued by a sample of five European TV channel publishers, focusing on activities related to on demand video services. Thus, we're looking to prove that both corporate strategies and business models of free-to air and pay TV channels publishers tend to converge towards a single model.

This research examined the factors contributing to the performance of online grocers prior to, and following, the 2000 dot.com collapse. The primary goals were to assess the relationship between a company’s business model(s) and its performance in the online grocery channel and to determine if there were other company and/or market related factors that could account for company performance. To assess the primary goals, a case based theory building process was utilized. A three-way cross-case analysis comprising Peapod, GroceryWorks, and Tesco examined the common profit components, the structural category (e.g., pure-play, partnership, and hybrid) profit components, and the idiosyncratic profit components related to each specific company. Based on the analysis, it was determined that online grocery store business models could be represented at three distinct, but hierarchically, related levels. The first level was termed the core model and represented the basic profit structure that all online grocers needed in order to conduct operations. The next model level was termed the structural model and represented the profit structure associated with the specific business model configuration (i.e., pure-play, partnership, hybrid). The last model level was termed the augmented model and represented the company’s business model when idiosyncratic profit components were included. In relation to the five company related factors, scalability, rate of expansion, and the automation level were potential candidates for helping to explain online grocer performance. In addition, all the market structure related factors were deemed possible candidates for helping to explain online grocer performance. The study concluded by positing an alternative hypothesis concerning the performance of online grocers. Prior to this study, the prevailing wisdom was that the business models were the primary cause of online grocer performance. However, based on the core model analysis, it was hypothesized that the customer relationship activities (i.e., advertising, promotions, and loyalty program tie-ins) were the real drivers of online grocer performance.

This thesis is guided primarily by concepts associated with Pierre Bourdieu's habitus perspectives by comparing them with disruptive innovative products dynamically developing broader context related to market offerings and services, and their positive outcomes once the habitus is disrupted. Understanding how disruptive innovation can change the habitus traits among customers. At the same time, by discovering the habitus traits of managers in corporations have failed to pay close attention to the new tendencies either by ignoring the signs from customers' demands or missing significant opportunities in the market that could help them to improve the business approaches. Disruptive Innovation describes a process through which new products that underperform in comparison to existing products' key attributes intrude upon a market by introducing an alternative package of benefits centered around being cheaper, simple, smaller, and or/ more suitable for consumers demands. Thus, companies should be aware of these disruptive leanings as a form to stay competitive in the given industry.

The use of mobile devices and social media has been increasing dramatically and becoming critical for B2C businesses. Such businesses need to consider implementing e-commerce services in the mobile environment with social integration to satisfy their customers’ needs. Concepts like mobile commerce and social commerce are already being used extensively by many businesses. However, there are no clear guidelines in the literature on how to use mobile and social characteristics together for B2C e-commerce. Fusing these two concepts is what we call mobile social commerce (ms-commerce). In this thesis, we performed a thorough literature review to identify the characteristics of ms-commerce. The findings enabled us to first devise a proper definition for ms-commerce as the concept of performing online commercial activities in a mobile environment with the help of contributions from customers. Second, elements of the building blocks of ms-commerce, namely business models, m-commerce and s-commerce were identified based on commonly accepted fundamentals of the related concepts. Each building block has a critical role in increasing the value and efficiency of the product/service being delivered online by B2C businesses. We propose a mobile social commerce design framework along with a modular design model consisting of a generic class diagram that can be used for designing and developing ms-commerce applications that fit the specific needs of businesses. Businesses can choose the right elements to integrate in their ms-commerce application with the purpose of increasing the efficiency and integrating the social participation of customers. Three different scenarios were devised, and three mobile app prototypes were developed to support them, using the design model of our proposed framework. Finally, in light of our experience in developing ms-commerce applications, we discussed and contrasted the three different mobile development strategies, namely native, hybrid and web-based.

This thesis studies massive multiplayer online role-playing games (MMORPG) and their business models. Purpose of this work is to analyze current MMORPG market and business models which are currently used. The main goal and asset of this thesis is concept of new business and payment models that could be used in MMORPGs in order to increase number of customers and to raise profits. Part of the concept is the analysis of possibilities of player's history to create a profile suitable for personalized advertising. The last goal is analysis of ways that developers of MMORPGs use to motivate players to to play long-term, so they use the service and generate profit.