This research aims to understand the effect of business models in the Asian banking industry during the most recent financial crisis, and to identify effective banking business models for the post-crisis landscape. This research was based on observations about the importance of the bank business model for reaching bank stability, as well as a lack of research that focuses on Southeast and East Asia. Its main originality is in the application of existing stability models to banks in Asia, which has rarely been tested. The research uses an econometric approach, with several methods selected (including pooled OLS, robust fixed effects, and time fixed effects) on base models. Three hypotheses were posed, tested conditions of bank stability related to diversification strategy, use of interest and non-interest income, and strength of the bank balance sheet indicators. Bank performance was modelled using seven indicators grouped in three categories (Stability, Performance, and Stock returns). The outcome of testing variables was mixed. Diversification was shown to have a nonlinear effect on bank outcomes in most cases. However, excessive diversification could be harmful. Similar results were found for the effect of Interest and Non-interest income on the indicator outcomes. The third test showed that the Cost-to-income ratio and Total assets were key balance sheet indicators, but other variables tested were not significant. Overall, the findings of the research imply that banks do need to consider their business models, since these do affect performance of the bank in economic crisis situations and overall bank stability. Also, it can be concluded that the traditional relationship banking with strong balance sheet and effective risk management system is the most appropriate model in Southeast and East Asia.

Many Swedish video game companies have in recent years been very successful in terms of share price development. Why is it like that? With the purpose to gain an increased understanding of the investor's choice, we here examine which business models are used in the Swedish video game industry. More specifically, we try to identify what similarities do the business models in the successful companies share and what similarities do the non-performing companies share. The analytical framework used is based on Business Model Canvas adapted to the video game industry. We use a qualitative approach with case studies of 10 listed Swedish video gaming companies, five successful and five non-performing, in terms of share price development. The data collected is from secondary sources, mainly the companies' annual reports, fitting the investors narrative with the assumption that secondary data is generally what influences the stock price.In general, the results suggest that similarities between business models among the successful companies largely coincide with similarities between the non-performing companies, which makes the information less valuable for understanding investors' choices. Nevertheless, one unique similarity among successful companies applies to that they in general have broad gaming portfolios that target several unrelated customer segments, i.e. a diversified market. The non-performing companies instead mainly target a niche market. Another unique similarity among successful companies’ business models concerns their use of acquisition strategies. In the non-performing companies' business models, acquisition strategies are largely lacking.

In recent years, the consumption of clothes has increased extensively due to diminishing quality and low prices of garments along with ever-faster changing fashion trends. The linear business model results in products with a short lifespan and clutter of idle goods. With the growing awareness of environmental and social impact among the consumers; alternative business models (rental/lease, swap, resale) designed to intensify the utilization of clothes and enable sharing activities and collaborative consumption are emerging. However, the market share of these models is still low. This study aims to understand what are the barriers that hurdle; motivations that drive consumers’ adoption to collaborative fashion consumption; and how companies create and configure values to encourage consumers to partake in these innovative business models. Through a systematic literature review of 41 peer-reviewed articles, we found that the drivers for consumers towards collaborative consumption models are steered by economic factors, emotional factors, social factors, and sustainability values. While consumer barriers are namely, financial risk, arrangement, performance risk, social risk, psychological risk/lack of ownership, and lack of trust and information. It was also discovered that the collaborative fashion consumption models, in particular, rental/lease, swap, and resale are different in nature. Finally, we analyzed the existing literature and identified how companies can create, configure and capture values in these business models. This study is one of the very few to explore the interrelationship of the consumer-related drivers and barriers and business perspective. This paper can contribute relevant knowledge to academia as well as to the fashion industry.

Business model design and innovation has been identified as a powerful tool for creating competitive advantage, yet empirical studies which identify the mechanisms for creating this competitive advantage are largely absent in the literature. Coupled with this, innovative multi-sided platform firms that depend on the resources of partners have grown to be some of the most valuable firms in the world, disrupting entire industries in the process. However, there is a dearth of empirical studies on business model design strategies that confer competitive advantage on multi-sided platforms. This study explores the business model design and innovation strategies used by owner-managers of multi-sided platforms to create competitive advantage. Data was collected through 13 in-depth, semi-structured interviews with the owner-managers of South African multi-sided platforms. This study found that partners and customers play an important role in co-creating value and influencing the design of multi-sided platforms. In order to create competitive advantage with their business models, the owner-managers in the study used four broad, non-exclusive business model design and innovation strategies. These comprised: design differentiation strategies, value creating innovation strategies, building network effects and locking in customers and partners through relationship management strategies. This study contributes to the literature by identifying business model design strategies that are utilised to create competitive advantage. The study also highlighted the importance of “ecosystemic” thinking in creating multi-sided platforms. A framework is presented that can aid managers in creating multi-sided platform business models that confer competitive advantage. / Mini Dissertation (MBA)--University of Pretoria, 2017. / Gordon Institute of Business Science (GIBS) / MBA / Unrestricted

As firms intend on entering low-income markets as a result of stagnation in developed economies, they face numerous organisational barriers within their firms and external that hinder entry and ensure continued success in these markets. In order to successfully serve these BoP consumers in emerging markets, new innovative business models are required; however there are entities that are currently serving the BoP successfully – these are Small and Medium Enterprises.The purpose of this study was to deepen our understanding of why small and medium sized businesses have been successful in low-income markets through an understanding of their business models and their competitive advantages over MNCs.The objective of this report, hence, was to explore the business models for firms that are currently serving the BoP successfully and what their competitive advantages are as compared to their MNC counterparts within the South African context. Using the grounded theory approach of building theory from data that offers a new perspective on the BoP for MNCs a framework resulted and was theorized from the data from interviews with owners of SMEs in the FMCG manufacturing domain. The BoP Blueprint is a framework that describes elements of business models of SMEs in the context of SME Fundamentals – basic business fundamentals and the Customer Core – focus on the customer. Eleven in-depth interviews were conducted with owners from 11 different companies to test the research questions that were derived from the literature.As a result of the grounded theory, no unique or innovative business models were discovered that made these SMEs successful contrary to the literature and the essence of the findings is that MNCs need to focus on fundamental business practises with the customer as the centre of their decisions when entering BoP markets. / Dissertation (MBA)--University of Pretoria, 2012. / Gordon Institute of Business Science (GIBS) / unrestricted

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.

This interview with Paul Timmers reflects on how the domain of business models has emerged since the publication of the first business model article in Electronic Markets in 1998. The interview provides insights in how his seminal article on business models for electronic markets originated and on the role of government bodies, in particular the European Commission. Among the opinions shared are that electronic markets should be conceived as a broad concept and that interdisciplinary views are key for shaping future developments, especially in the area of ubiquitous data in many industries.

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Background: The resource demanding textile industry has long been linked to the linear economy, an economy contributing to negative effects on the environment. However, there is an alternative to the linear economy, namely the circular economy. In a circular economy, a closed-loop design is promoted in order to eliminate the negative effects of the linear economy. However, in the context of the Swedish textile industry, there is a lack of case studies on the topic and especially regarding experienced barriers to a circular business model as well as drivers and enablers needed to overcome these barriers. Purpose: The purpose of this research is to support the development of the Sustainable Development Goal 12: sustainable production and consumption. This is done through exploring the experienced barriers to circular business models among companies in the Swedish textile industry at a macro and micro level, but also drivers and enablers in order to overcome these barriers. Method: This research follows an interpretivist view and an inductive approach based on a cross-case analysis of five companies. The research is qualitative and semi-structured interviews were conducted with open questions. The identified themes were analysed and interpreted with a careful awareness of the trustworthiness and ethical considerations. Conclusion: The result showed five barriers which appeared to be the most common across the companies. Namely, technological un-readiness, circularity costs, market unacceptance, financial shortage and knowledge gap. For these barriers, possible solutions in the form of drivers and enablers were identified. According to the findings, the identified drivers and enablers which have the greatest potential of positive impact on the barriers were as follows: knowledge sharing, collaboration, regulatory changes, more research and refocus of efforts