An increasing number of manufacturing firms are developing new business models to improve sustainability in the face of growing environmental and social challenges. Product-service systems (PSS) are regarded as promising sustainable business models with significant potential to synergise economic, environmental and social value, together termed ‘sustainable value’. This research investigates ways in which manufacturing firms can identify opportunities for sustainable value creation in PSS business models. The research aims to make theoretical and practical contributions to the fields of sustainable business models, sustainable PSS and sustainable value. The research adopts a qualitative theory building approach, in which theory can be transformed into practice. It involves eight case studies and one focus group formed of manufacturers who provide PSS solutions. A practical-research tool, the Sustainable Value Analysis Tool, is developed to collect data and to provide business support. The key research findings and contributions to theory and practice are: · The research proposes a new PSS classification system based on the ownership of products and changes in ownership. This classification distinguishes the potential for sustainability of each PSS type more clearly than existing PSS classifications. · The research introduces a new concept, value uncaptured, and identifies four forms of this. The introduction of this concept provides a novel perspective of studying value exchange in business models. · The research identifies 26 sources of value uncaptured throughout the product life cycle. These can be used to help industrial practitioners to identify value uncaptured in a structured way. · The research proposed that the act of turning value uncaptured into value opportunities is an effective approach for improving sustainable value creation in business models. This has been empirically demonstrated. · The research proposes a model to understand how and where value uncaptured can be turned into value opportunities. This model comprises two mechanisms, two directions, and fourteen key tactics. The model improves theoretical understanding of the sustainable value creation system and can be applied in practice to help companies search for value opportunities in a systematic and strategic way. · The challenges of turning value opportunities into value are identified. The findings have been used to develop a framework for sustainable value creation in PSS business models. The proposed tool has been validated and used in workshops for purposes including research, consultancy, business education and university education. This research thus makes contributions to both academic knowledge and industrial practice.

Submitted by Maicon Juliano Schmidt (maicons) on 2015-07-08T14:56:18Z No. of bitstreams: 1 Henrique Horst da Silva.pdf: 2337183 bytes, checksum: cf073a3f2f72937932fd761ed33e195a (MD5) / Made available in DSpace on 2015-07-08T14:56:18Z (GMT). No. of bitstreams: 1 Henrique Horst da Silva.pdf: 2337183 bytes, checksum: cf073a3f2f72937932fd761ed33e195a (MD5) Previous issue date: 2014-09-24 / Nenhuma / Esta dissertação tem como objetivo aprofundar a relação existente entre o Customer Equity (CE) e o Shareholder Value (SHV) utilizando como base o modelo teórico desenvolvido no artigo Linking Customer and Financial Metrics to Shareholder Value: The Leverage Effect in Customer- Based Valuation. Os Drivers de Valor Internos e Externos das organizações foram acrescentados ao modelo, de modo a explicar as variações no CE, bem como a alocação dos recursos de marketing foi estudada, de modo a maximizar o retorno dos valores investidos. Como resultados, confirmando o trabalho base, o estudo da alocação das despesas de marketing ressaltou a aquisição de clientes como uma estratégia chave para a maximização do CE e, por consequência, no SHV. As despesas de marketing também apresentaram um elevado impacto negativo no SHV, ressaltando a importância do seu correto gerenciamento para as empresas. Neste ponto, os Drivers de Valor mostraram-se uteis, possibilitando a segmentação e a identificação dos clientes mais valiosos para a empresa. / This dissertation aims to study the relationship between the metrics of Customer Equity (CE) and the Shareholder Value (SHV) using as a basis the theoretical model developed in article Linking Customer and Financial Metrics to Shareholder Value: The Leverage Effect in Customer-Based Valuation. Internal and External Drivers of Value of organizations were added to the model in order to explain variations in the CE as well as the allocation of marketing resources was studied in order to maximize the return on invested amounts. As results, the study of the allocation of marketing expenses underscored customer acquisition as a key strategy for maximizing to CE and, consequently, to SHV. Marketing expenses also showed a high negative impact on SHV, emphasizing the importance of their proper management for the companies. At this point, the Drivers of Value proved useful enabling the segmentation and identification of the most valuable customers for the company.

This research attempted to discover how Additive Manufacturing (AM) can best be used to increase the value of personalised consumer products and how designers can be assisted in finding an effective way to facilitate value addition within personalisable product designs. AM has become an enabler for end-users to become directly involved in product personalisation through the manipulation of three-dimensional (3D) designs of the product using easy-to-use design toolkits. In this way, end-users are able to fabricate their own personalised designs using various types of AM systems. Personalisation activity can contribute to an increment in the value of a product because it delivers a closer fit to user preferences. The research began with a literature review that covered the areas of product personalisation, additive manufacturing, and consumer value in product design. The literature review revealed that the lack of methods and tools to enable designers to exploit AM has become a fundamental challenge in fully realising the advantages of the technology. Consequently, the question remained as to whether industrial designers are able to identify the design characteristics that can potentially add value to a product, particularly when the product is being personalised by end-users using AM-enabled design tools and systems. A new value taxonomy was developed to capture the relevant value attributes of personalised AM products. The value taxonomy comprised two first-level value types: product value and experiential value. It was further expanded into six second-level value components: functional value, personal-expressive value, sensory value, unique value, co-design value, and hedonic value. The research employed a survey to assess end-users value reflection on personalised features; measuring their willingness to pay (WTP) and their intention to purchase a product with personalised features. Thereafter, an experimental study was performed to measure end-users opinions on the value of 3D-printed personalised products based on the two value types: product value and experiential value. Based on the findings, a formal added value identification method was developed to act as a design aid tool to assist designers in preparing a personalisable product design that embodies value-adding personalisation features within the product. The design method was translated into a beta-test version paper-based design workbook known as the V+APP Design Method: Design Workbook. The design aid tool was validated by expert designers. In conclusion, this research has indicated that the added value identification method shows promise as a practical and effective method in aiding expert designers to identify the potential value-adding personalisation features within personalisable AM products, ensuring they are able to fully exploit the unique characteristics and value-adding design characteristics enabled by AM. Finally, the limitations of the research have been explained and recommendations made for future work in this area.

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.

Introduction: The retail market in the 21st century will be determined on how quickly and efficiently the retailer can respond to shifts in consumer demands. Due to the physical environment of the store (store value) and the interaction with the consumer (shopping trip value), the local retail store has the advantage of generating this tangible and intangible information. It is then of importance that this information will be transferred towards the retailer, who has the opportunity to use this information and generate it into outputs that can be used as negoitables; this value creation process is an unique success indicator for creating a value network within retail supply chain. Purpose: The aim of this research is to present an understanding on the value creation process in the grocery retail chain. Methodology: Having an inductive nature, this thesis tried to bring a new understanding on value creation in grocery retail business, by using hermeneutics as a methodology approach. For empirical study, the qualitative approach was used. Data was collected through open-ended interviews with representatives in grocery retail chains. Conclusion: The main players in the value network were determined in a grocery retail chain as retailer, local retail store and other stores in the chain; and the suppliers. An intensive value exchange between the retail store and the retailer was found and following that, it was concluded that the retailer converts the value input from the local retail store into tangible and intangible value outputs towards suppliers. Combining the conclusions, the research defines that a value network is existing, but on a very low level. But more to the point, the study shows the importance of value creation by the retail chain, and that creating the possibility to share information about products, in-store experience, consumer knowledge, and consumer requirements is one of the biggest advantage the grocery retail chain has to develop this value network further.

The purpose of this master thesis is to provide a deeper understandingof managerial innovation impact on companies through Corporate SocialResponsibility (CSR). For this objective, IKEA Karlstad was chosen for theempirical part in order to apply the theoretical framework to practicalrelevance. The method used for this thesis was a case study design includingdata collection from literature in different databases: Emerald, BusinessSource Premier, Scopus as well as Google Scholar. Regarding data collection forthe case study, three qualitative questionnaires were also distributed to IKEA:two designed for the local IT and sustainability coordinator Magnus Engstrandand one targeting employees. A quantitative questionnaire was distributed toIKEA employees too. An interview was set up with Magnus Engstrand according tothe unstructured interview guidelines. The theoretical framework focuses notonly on understanding the links between managerial innovation and CSR,managerial and technological innovations but also on the companies’ motivationto implement these actions and their impact on employees, organizations andcommunity. From our analysis of the literature it can be stated that managerialinnovation is stimulated by an internal element of the company. Managerialinnovation helps partly or entirely to develop CSR actions resulting in thecreation of positive value: tangible or intangible; or negative value accordingto value resonance or value dissonance. The case study analysis broughtexamples of how managerial innovation brings value without involvement of anytechnological innovation contradicting certain theories exposed in thetheoretical framework. At IKEA, the three different types of managerialinnovations are management, administrative and organizational innovations whichare used to develop CSR actions and constitute a minor or major part of theirimplementation. The impact of managerial innovation on CSR is translated atIKEA Karlstad as an intangible value for the company and its stakeholders. Thisthesis contributes to a better comprehension of managerial innovation conceptsin general as well as its application in a CSR strategy through concreteexamples. It can also be used as a demonstration of how managerial innovationcan be used to improve the internal and external images as well as employees’welfare and perceptions. Further qualitative research is needed to measure themanner of managerial innovations as well as quantitative studies to generalizeits impact on a larger scale.

My purpose in this work is to argue that the resolution of capitalism’s contradictions, as they are understood by Marx, fits the criteria of an economic movement towards sustainability. The Marxist analysis of capitalism, while accurate in many respects (especially with the explanation of contradictions generated in the capitalist free market), requires more explanation of the manner in which the economic process of valuation is to continue in the stages succeeding late capitalism. This work will provide an explanation of this economic transition that remains faithful to Marx’s understanding of history and the historical development of the productive forces and the relations of production. I will propose the inclusion of ideal capital (the valuation of non-material goods) as an economic component to help explain a sustainable economic arrangement under a Marxian framework. I will additionally address critiques arising from Bohm-Bawerk in my endorsement of a Marxian economic analysis.

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