Background: Due to several threats that are facing our planet a hybrid business form has emerged throughout the recent decade, the social enterprise (SE). A SE is created with one purpose, to create social value. However, it is also aiming for financial profit to be able to fulfill its social mission. The dual focus of SEs differentiates them from other business forms and much remains to understand how they manage this over time. Little is known about SE business models (BMs) and how they develop over time. Problem Discussion: Globalization has led to increased business competition, which in turn has led to an increased attention of business model innovation (BMI) as a tool to create and/or sustain competitive advantage. Since BMI can be a key process in all industries it is relevant to understand BMI in order to manage it successfully and achieve a good result. Unfortunately little attention has been given to the BMI process, how BMI unfolds over time. Purpose: The purpose of this study is to explore how BMI unfolds over time at GodEl. This will be done by: (1) looking at how the BM components have changed over time from the establishment of the firm until present, and (2) identifying main events that have triggered these changes. Methodology: This study is a qualitative single case study. The data has been collected via 16 semi-structured interviews, two focus groups, as well as via historical archives. The findings have been analyzed in a within-case analysis. The case organization is GodEl, a Swedish electric retailer. Empirical Findings: The findings contain a complete review of the company history and BMI between 2001 and 2015, based on the collected data. It is structured in identified time periods. Conclusions: It can be concluded that BMI at GodEl between its establishment and present day has been achieved by small incremental changes in the BM components one step at a time. It has been a continuous process of trial-and- error. Future Research: Further research is needed in order to deepen the understanding of BMI process.

Submitted by Irene Nascimento (irene.kessia@ufpe.br) on 2016-06-22T17:17:22Z No. of bitstreams: 2 license_rdf: 1232 bytes, checksum: 66e71c371cc565284e70f40736c94386 (MD5) dissertacao-emp-ABNT.pdf: 3116407 bytes, checksum: 8cd23c19daed8b6c62acf21e44c510b4 (MD5) / Made available in DSpace on 2016-06-22T17:17:22Z (GMT). No. of bitstreams: 2 license_rdf: 1232 bytes, checksum: 66e71c371cc565284e70f40736c94386 (MD5) dissertacao-emp-ABNT.pdf: 3116407 bytes, checksum: 8cd23c19daed8b6c62acf21e44c510b4 (MD5) Previous issue date: 2016-01-29 / Existem muitos estudos sobre inovação em modelos de negócios com startups e grandes empresas, mas a realidade das pequenas empresas é bem diferente e requer uma atenção especial. Neste sentido, o objetivo do trabalho é investigar como uma pequena empresa estabelecida do segmento de Tecnologia da Informação inova em seu modelo de negócio ao longo do tempo. Realizamos então um estudo de caso para identificar os fatores que incidiram sobre o modelo de negócio, sob a ótica dos nove blocos de construção do Business Model Canvas. Avaliamos também a aplicabilidade da ferramenta com relação às facilidades e dificuldades do processo de elaboração, à completude da ferramenta e às oportunidades futuras de inovação a partir do Canvas. O fator mais importante foi a inovação aberta, pois, além de manter o foco no negócio principal, a pequena empresa conseguiu responder às necessidades do mercado mais rapidamente e manteve os clientes engajados com a inovação. É essencial construir um ambiente interno capaz de fomentar a inovação e disseminar a visão sistêmica do negócio com toda a equipe, usando o Canvas como ferramenta auxiliar e permitindo à empresa se relacionar com agentes externos (institutos de pesquisa, grandes e pequenas empresas, startups). As boas parcerias incentivam o crescimento da empresa, gerando benefícios para ambos os lados e promovendo uma solução mais completa para o cliente. / There are many studies on business model innovation with startups and big corporations but the scenario for small businesses is quite different and requires special attention. The objective of this study is to investigate how an established small company of Information Technology innovates on its business model over time. To do this, we conducted a case study to identify the factors that impacted on the business model, from the perspective of nine building blocks of Business Model Canvas. We also evaluated the applicability of the tool related to strengths and difficulties of the drafting process, tool completeness and future opportunities of innovation from the Canvas. The most important factor was the open innovation, because in addition to keep the focus on the core business, the small business can respond to market needs faster and keeps customers engaged with innovation. It is essential to build an internal environment capable of fostering innovation and spreading to the whole team a systematic view of business, using Canvas as assistant tool and enabling the company to relate to external stakeholders (research institutions, big and small companies, startups). The good partnerships encourage the growth of the company while creating benefits to both and providing a complete solution to customers.

The diploma thesis focuses on the identification of the impact of disruptive models in tourism at the Czech travel operators. The theoretical part describes the business model using the canvas method. Subsequently, various patterns of disruptive business models in tourism market are presented. In the practical part, a research was carried out to find out how Czech citizens use disruptive models for traveling abroad. Based on the results of research in the context of different areas, the impact of disruptive models on travel operators was assessed. This work did not confirm the direct negative impact of these models on the growth of Czech travel agencies, but points out the future threat that these disruptive models will introduce in the years to come

Background: As the business world faces significant changes to adapt to the rapidly increasing sustainability demand, they also face significant changes to their business core. The European Commission established a circular action plan in 2015, pressuring businesses operating in the EU area to work to implement sustainability in their operations proactively.    Purpose: The aim is to understand how companies select, develop and incorporate sustainable factors in their business model. The gap in the existing literature was identified to be within the field of illustrating the process of sustainable business model innovation. The authors aim to discuss the existing literature and provide new insights on the chosen subject.   Method: A multiple case study was designed with a qualitative research approach to align the study with the purpose. The case study built on data collection through semi-structured interviews, letting the interviewees carry the most significant part of the conversation. This was beneficial since the authors adopted an interpretive research paradigm, highlighting the importance of individuals' perceptions of the process.    Conclusion: The results show that the decisions that drive the implementation of sustainable business model innovation are often profit-driven but can also be driven by morale and ethics, governmental regulations, and stakeholder pressure. Both internal and external resistance can be expected when transforming a company towards sustainability. Therefore, broad acceptance amongst shareholders and stakeholders will enable a transformation, which can partly be achieved through a robust organizational identity that ties sustainability to it.

Purpose – The purpose of this study is to propose a conceptual framework and research agenda for the development of sustainable business models for companies in the software industry. Methodology – The study was implemented by using primary and secondary data in the methodology. The primary data entailed a qualitative approach where in-depth interviews with five software companies was conducted. The secondary data included a literature review of relevant topics and grey literature from the interviewed companies. Findings – This study proposes a modified set of sustainable business model archetypes for the software industry. The software-specific archetypes are Maximize energy efficiency with renewables and natural processes, Create value from waste, Deliver software as a service, Adopt a stewardship role, Encourage sustainability, Repurpose for the society/environment and Develop scale up solutions. Implications – The revised set of archetypes have been developed in order to set a theoretical framework that can be practiced by software companies to develop their sustainability work. Therefore, this study provides practitioners with a streamlined framework to develop clear sustainable guidelines, activities, principles and goals towards a sustainable business model. Originality / value – This study proposes a conceptual framework on how software companies can develop a sustainable business model with a practical and theoretical foundation. The study proposes a research approach that has not been conducted in the software industry before, using the eight archetypes as an analysis tool. The suggested framework of this study therefore presents unique industry-specific archetypes for the software industry, created by the authors of this study.

In parallel with the popularization and widespread diffusion of the internet, interest in the concept of different business models (BM) has increased dramatically, attracting the attention of both scholars and managers alike (Dodgson, Gann and Phillips, 2013). As a result, an increasing number of businesses decide to establish themselves and compete in the digital arena (Lee, 2001); many of which are employing what is called a platform model capitalizing on the ability to operate with several BMs simultaneously (Gu, Kannan and Ma, 2018; Aversa, Haefliger, Hueller and Reza, 2021). The purpose of this study is to explore how a digital platform company can manage a diversified business model portfolio in a digital platform context. Theoretical concepts relevant to the subject were used to analyze the challenges and opportunities of operating with a diversified BM portfolio, as illustrated in our two research questions: 1) What are the challenges and opportunities in operating with a diversified BM portfolio? and 2) How could a new model be integrated into a diversified BM portfolio with B2C, B2B and B2B2C models already employed? A single case study approach was used in this study in the form of in-depth interviews with executives at a company with a diversified business model portfolio, coupled with data from annual reports and strategic documents to strengthen the empirical foundation. Even though the most commonly voiced drawbacks with a case study design often revolves around the generalizability (or lack thereof), we believe that the findings presented in this study are sufficiently generalizable and broadly applicable, especially considering the prevalence of contextually similar companies (digital companies with a platform model and diversified BM portfolios). The empirical findings highlighted several vital aspects of successfully managing a diversified BM portfolio; the importance of resource management as well as the value of creating a long-term strategy. In short, this study showed that a diversified BM portfolio can provide a) increased firm capacity utilization through effective resource allocation, b) a safeguard toward market fluctuations via multiple revenue streams, c) leverage of resources through BM exploitation and exploration and d) a source of competitive advantage as a result of the complexity of the system. However, the aforementioned benefits are not devoid of challenges. Most notably how to prevent undermining parts of the core business as a result of cannibalization, which could be managed using a Phased Integration Strategy.

Transportation is undergoing major changes, which can be seen as a threat or an opportunity for incumbents. Nowadays, companies are focusing on reacting on market changes and on responding to a major question, which is how to serve an increasing demand for mobility with the lowest enviromental impact. There are few established companies on czech and global market trying to answer this question. The goal of the thesis is to show how these companies work. The main framework which has been used to serve the purpose is Business Model Canvas, which helps to display business models in a structured way. Based on this analysis, we can conclude that the 11 analysed companies would could not exist without the major progress in technology. Future of these companies strongly depends on a support they can get by cities and states. This thesis brings the first deep comprehensive reflection on this topic in Czech language.

The development from an industrial society to a digital society is ongoing, where digitalizationis an engine of development. Digitalization accelerates the necessity of developing traditional business models within organizations. Digitalization also has an impact on organizations and its development through the consumers. The needs of consumers have increased the pressure on organizations to establish new approaches to strategies, business flows and processes. The press to perform and develop has been particularly noted in the automotive industry. Organizations need to re-evaluate consumer needs and create digital business models that take advantage of new opportunities to generate competitiveness. Established organizations must act based on the changes generated by the new technology by updating and improving their traditional business model. In the event of failure, the organization risks being replaced by a competitor who is "faster" and "more efficient" in implementing significant innovations in their digital business model. The entire automotive industry is undergoing a trend that focuses on enhancing the use of digital solutions in a previously mechanically dominant industry. The purpose of the bachelor’s thesis is to investigate the impact of digitalization on traditional business models in the automotive industry. Other industries than the automotive industry are not affected by the study presented in this thesis in order not to risk the validity, transferability and reliability of the thesis. The thesis aims to treat the organization Volvo Cars and their work towards digitalization. A quality data collection method has been used as primary data when designing the empirical research at Volvo Cars to enable vicinity to the interviewee. Vicinity to the interviewee enables objectivity and understanding for the reality that is being studied. The study's conclusion shows that as a result of digitalization, organizations in the automotive industry need to increase the flexibility, reactivity and product individualization in order to create added value for the consumer through the implementation of digital solutions. The consumer is the main reason behind the digitalization and has the greatest impact on an organization's digital design.

With the cyber environment getting more mature gradually, the advancement of technologies and techniques, the net users increasing, and the rapid development of the peripheral digital products, the net has evolved into a new generation that emphasizes on users co-constructing the cyber contents¡XWeb2.0. Up to now, quite few research essays talk about this field in Taiwan, so it lacks an applicable analytical structure to help the related industries develop the business. In view of this, this research will focus on constructing an analytical model for Web2.0 cyber sites through making a systematic analysis on references, to talk about the business models of Web2.0 cyber sites in Taiwan. Further, we can learn the way how these cyber sites run their businesses and also realize the identity and difference. This research essay will take the method of case study. Through the comparison among diverse cases, this study may find the identity and difference among these varied business models, even to enhance the effectiveness and efficiency of this analytical structure, which both might be beneficial to the industry development and also help the analytical structure set up. According to Web2.0¡¦s three main characteristics¡Xuser involvement, openness, network effect, also accompanied with segmentation strategy, product strategy, service strategy, technique strategy, profit model, this study builds ¡§UCCT Model¡¨ which comprises four key factors to run business of Web2.0 cyber sites¡Xuser, content, community, and tool. This study further indicates that we could analyze the business model of Web2.0 cyber sites through UCCT Model; even, we could try to figure out what different Web2.0 cyber sites look upon greatly. This study found that UCCT Model could effectively narrate the business model of Web2.0 cyber sites. Through the comparison among cases by case studying with UCCT Model, this study found the business model of Web2.0 cyber sites have the following attribute. First, users play the role of the producer and also the consumer. Second, sharing fails to be the main purpose for users. Third, abundant and various contents could make websites be main databases. Fourth, websites could enrich users¡¦ experiences to enhance their involvement. Fifth, websites could fortify the stickiness with community relationship. Finally, the profit model would be divided into three categories¡Xthe content one, the community one, and the tool one.

The concept service infusion implies that services are being included in a product-centric business to some extent. This movement towards integrating services will change how the business is performed in such a company; in other words, service infusion will lead to changes in the business model. This thesis aims to describe how service infusion affects the business in general and more specific effects in the business model. Volvo Trucks are somewhere in the process of service infusion and have several services offered to the market, such as Dynafleet, fuel advice, and driver training. In 2008, the service driver training was launched on the Romanian market and Volvo Trucks struggled with selling the service for a fee. This led to Volvo Trucks making the decision to start giving away the service for free. The objective of the service driver training was from the begging to sell it for a fee and the transition from service for free to service for fee is the main focus in this thesis. Through an analysis of the theoretical framework chosen for this thesis and a case study performed on Volvo Trucks, four success factors for the transition from free to fee could be identified: deep understanding of customers, show the value of the service, introduce sales commissions, and develop a pricing strategy. All these success factors are chosen to ease the transition from a service for free into a service for fee.