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Lysek, M., Danilovic, M. & Liu, J. L. (2019). Do You Know Your Customers? Do You Love Them? Reevaluating Value Creation for Customers through Business Model Innovation. In: Proceedings of The IIER International Conference: . Paper presented at 193rd IIER International Conference, Wellington, New Zealand, 7-8 October, 2018 (pp. 6-16). The IIER International Conference
Open this publication in new window or tab >>Do You Know Your Customers? Do You Love Them? Reevaluating Value Creation for Customers through Business Model Innovation
2019 (English)In: Proceedings of The IIER International Conference, The IIER International Conference , 2019, p. 6-16Conference paper, Published paper (Refereed)
Abstract [en]

What customers want is one thing, but what they actually need and what they desire is something else. In this paper we define existing customer needs as something that customers know and are aware of, can express, and new customer needs as something that customers do not yet know and are not yet fully aware of. Just like in a Johari window. Companies usually go for the former because the latter is more difficult. Particularly when the customer desire is more psychological in character. Business models are valuable innovation tools because they can turn even an old and less novel technology into a successful innovation, but as stated by Chesbrough, at the heart, a business model performs two important functions: value creation and value capture. However, how can you create value when customers don’t know what they actually need? When they cannot express what they actually desire? Maybe a deeper interaction is required, interpreting the customer’s needs, reading between the lines, inferring what is going on underneath the surface, and collaborative prototyping. This study was based on an exploratory, inductive research approach influenced by grounded theory, studying three Swedish technological companies: Axis, HMS and Sectra. Using grounded theory coding techniques, a typology of seller and buyer needs was created based on four categories: unconstrained needs, undoubtful needs, unconventional needs, and uncertain needs. The results show that depending on which category the company resides, the typology can help managers decide when it is appropriate to listen closely to customers, and when it is not. When they want to fulfill existing customer needs and when they want to fulfill new customer needs. However, discovering new customer needs requires close interaction with customers. Especially when you want to discover not just what customers know that they want, but also what they do not yet know that they actually need. Intimacy is needed when you really want to come close to customers and really want to explore and understand their deep desires.

Place, publisher, year, edition, pages
The IIER International Conference, 2019
Keywords
Business model innovation, customer desire, typology of buyer and seller needs, value capture and value creation
National Category
Business Administration
Identifiers
urn:nbn:se:hh:diva-40381 (URN)
Conference
193rd IIER International Conference, Wellington, New Zealand, 7-8 October, 2018
Available from: 2019-08-09 Created: 2019-08-09 Last updated: 2019-08-12Bibliographically approved
Lysek, M., Palmhager, J. & Danilovic, M. (2019). Re-envisioning Innovation: From Vision to Strategy to Plan and Back Again. International Journal of Action Research, 15(1), 5-24
Open this publication in new window or tab >>Re-envisioning Innovation: From Vision to Strategy to Plan and Back Again
2019 (English)In: International Journal of Action Research, ISSN 1861-1303, E-ISSN 1861-9916, Vol. 15, no 1, p. 5-24Article in journal (Refereed) Published
Abstract [en]

HMS is a Swedish company and a global market leader in the industrial communication industry. Initially, HMS was managed with a vision of a connected industry. Gradually, that vision was complemented with strategies on how to reach that vision. In line with the company’s growth and acquisitions, these strategies started to substitute their vision and they began to be supplemented with much more detailed plans. As the company’s offer expanded, these detailed plans began to take over as the company’s primary instrument of guidance. In other words, HMS went through three phases: From a “Market Establishment” phase (with a vision as their primary guideline), to a “Market Development” phase (with strategies as their primary guideline), and finally to a “Market Maturity” phase (with detailed plans their primary guideline). In so doing, their vision became less challenging/ motivating for HMS’ employees. An action research approach was used, influenced by grounded theory. The results showed that people have different mindsets throughout these phases, and going back is challenging because while HMS’ employees need a vision, visions come without detailed plans and will not work unless they are supplemented by inspirational communication and passionate innovation champions who can push forward without any detailed plans. © 2019, Verlag Barbara Budrich. All rights reserved.

Abstract [es]

HMS es una empresa sueca, líder del mercado global en la industria de la comunicación industrial. Inicialmente, HMS se gestionó con la visión de una industria conectada. Gradualmente, esta visión se complementó con estrategias sobre cómo alcanzar esa visión. En línea con el crecimiento y las adquisiciones de la empresa, estas estrategias empezaron a sustituir esa visión y comenzaron a complementarse con planes mucho más detallados. A medida que se amplió la oferta de la compañía, estos planes detallados comenzaron a convertirse en el principal instrumento de orientación de la compañía. En otras palabras, HMS pasó por tres fases: desde una fase de “Establecimiento de Mercado” (con una visión como su directriz primaria), a una fase de “Desarrollo de Mercado” (con estrategias como su directriz primaria), y finalmente a una fase de “Madurez de Mercado” (con planos detallados como su directriz primaria). Al hacerlo, su visión se volvió menos desafiante/motivadora para los empleados de HMS. Se utilizó un enfoque de investigación-acción influenciado por la teoría fundamentada. Los resultados mostraron que las personas tuvieron una mentalidad diferente a lo largo de estas fases y el regreso es un desafío, porque mientras los empleados de HMS necesitan una visión, las visiones vienen sin planes detallados y no funcionarán a menos que se complementen con comunicaciones inspiradoras y apasionados campeones de la innovación que puedan empujar hacia adelante sin planes detallados.

Place, publisher, year, edition, pages
Leverkusen: Verlag Barbara Budrich, 2019
Keywords
Employee needs, innovation champions, plans, strategies, visions, Necesidades de los empleados, campeones de innovación, planes, estrategias, visiones
National Category
Business Administration
Identifiers
urn:nbn:se:hh:diva-40379 (URN)10.3224/ijar.v15i1.02 (DOI)2-s2.0-85069654295 (Scopus ID)
Available from: 2019-08-09 Created: 2019-08-09 Last updated: 2019-08-12Bibliographically approved
Halila, F., Hoveskog, M., Danilovic, M. & Olofsson, S. (2017). Managing Business Model Innovation: The Case of a Social Enterprise in the Electricity Market. In: Rauter, R., Zimek, M., Kiesnere, A.L., Baumgartner, R.J. (Ed.), Exploring a changing view on organizing value creation: Developing New Business Models. Contributions to the 2nd International Conference on New Business Models. Paper presented at 2nd International Conference on New Business Models, Graz, Austria, 20-23 June, 2017 (pp. 313-319). Graz: Institute of Systems Sciences, Innovation and Sustainability Research
Open this publication in new window or tab >>Managing Business Model Innovation: The Case of a Social Enterprise in the Electricity Market
2017 (English)In: Exploring a changing view on organizing value creation: Developing New Business Models. Contributions to the 2nd International Conference on New Business Models / [ed] Rauter, R., Zimek, M., Kiesnere, A.L., Baumgartner, R.J., Graz: Institute of Systems Sciences, Innovation and Sustainability Research , 2017, p. 313-319Conference paper, Published paper (Refereed)
Place, publisher, year, edition, pages
Graz: Institute of Systems Sciences, Innovation and Sustainability Research, 2017
Series
Institute of Systems Sciences, Innovation and Sustainability Reports, ISSN 2305-2511, E-ISSN 2308-1767 ; 8
Keywords
Business Model Innovation, Social Enterprises, Electricity Market
National Category
Business Administration
Identifiers
urn:nbn:se:hh:diva-34622 (URN)
Conference
2nd International Conference on New Business Models, Graz, Austria, 20-23 June, 2017
Projects
BMI Wind
Funder
Knowledge Foundation
Available from: 2017-07-18 Created: 2017-07-18 Last updated: 2018-03-23Bibliographically approved
Danilovic, M., Lind, C., Liu, L. & Hoveskog, M. (2016). Business Model Innovation for Internationalization: The Case of the Chinese Wind Turbine Manufacturer Envision. In: : . Paper presented at 2nd International Conference on Theory and Practice (ICTP-2016), Asia Pacific Institute of Advanced Research (APIAR), Melbourne, Australia, 28-29 Oct., 2016 (pp. 57-68). Gordon: APIAR, 2
Open this publication in new window or tab >>Business Model Innovation for Internationalization: The Case of the Chinese Wind Turbine Manufacturer Envision
2016 (English)Conference paper, Published paper (Refereed)
Abstract [en]

Envision Energy is an emerging energy solution provider from China which entered the wind power market in 2007. Envision became the 3th biggest turbine manufacturer in China and the 9th largest in the world in 2015. Thus, the purpose of our research is to explore the underlying factors to Envision’s successful business model for internationalization. This qualitative research is based on interviews with key personnel at Envision. Our analysis has identified four major elements of their business model for internationalization that are crucial in the success of Envision. Those four are grouped on two major clusters:Upfront elements representing the face of the Envision to market and customers:

1. Market positioning by the clear positioning of Envision on the market areas left open by the lack of understanding of the market logic by competitors.

2. Customer orientation by clear focus on identified customer needs and desire for quality products also here left aside by competitors.

Backend elements representing the value creation and value deliverance elements:

3. Human resources as the key element through interaction with customers, creating bond and relations with customers and delivering promised values to customers and delivering.

4. Supply chain by the capacity of Envision to utilize the entire supply chain to create and deliver high quality products synchronized with Envision’s offerings to customers and customer’s expectations.

Our research shows that Envision represents a new kind of high-tech Chinese company which works systematically to develop new business models that can enable high growth and high level of internationalization that goes beyond the capacity of technology, products as tradition goes.

Place, publisher, year, edition, pages
Gordon: APIAR, 2016
Series
Asia Pacific Journal of Advanced Business and Social Studies, ISSN 2205-6033 ; 3
Keywords
Internationalization, Business Model, Business Model Innovation, Wind Power, Wind Turbine Manufacturer, China
National Category
Business Administration
Identifiers
urn:nbn:se:hh:diva-32688 (URN)9780994365675 (ISBN)
Conference
2nd International Conference on Theory and Practice (ICTP-2016), Asia Pacific Institute of Advanced Research (APIAR), Melbourne, Australia, 28-29 Oct., 2016
Funder
Knowledge Foundation
Note

Best paper award

Available from: 2016-12-14 Created: 2016-12-14 Last updated: 2018-03-23Bibliographically approved
Danilovic, M., Lind, C., Liu, L. & Hoveskog, M. (2016). Business Model Innovation for Internationalization: The Case Of The Chinese Wind Turbine Manufacturer Envision. Paper presented at 2nd International Conference on Theory and Practice (ICTP-2016), Asia Pacific Institute of Advanced Research (APIAR), Melbourne, Australia, 28-29 October, 2016. Asia Pacific Journal of Advanced Business and Social Studies, 2(3), 57-68
Open this publication in new window or tab >>Business Model Innovation for Internationalization: The Case Of The Chinese Wind Turbine Manufacturer Envision
2016 (English)In: Asia Pacific Journal of Advanced Business and Social Studies, ISSN 2205-6033, Vol. 2, no 3, p. 57-68Article in journal (Refereed) Published
Abstract [en]

Envision Energy is an emerging energy solution provider from China which entered the wind power market in 2007. Envision became the 3th biggest turbine manufacturer in China and the 9th largest in the world in 2015. Thus, the purpose of our research is to explore the underlying factors to Envision’s successful business model for internationalization. This qualitative research is based on interviews with key personnel at Envision. Our analysis has identified four major elements of their business model for internationalization that are crucial in the success of Envision. Those four are grouped on two major clusters:Upfront elements representing the face of the Envision to market and customers:

1. Market positioning by the clear positioning of Envision on the market areas left open by the lack of understanding of the market logic by competitors.

2. Customer orientation by clear focus on identified customer needs and desire for quality products also here left aside by competitors.Backend elements representing the value creation and value deliverance elements:

3. Human resources as the key element through interaction with customers, creating bond and relations with customers and delivering promised values to customers and delivering.

4. Supply chain by the capacity of Envision to utilize the entire supply chain to create and deliver high quality products synchronized with Envision’sofferings to customers and customer’s expectations.

Our research shows that Envision represents a new kind of high-tech Chinese company which works systematically to develop new business models that can enable high growth and high level of internationalization that goes beyond the capacity of technology, products as tradition goes.

Place, publisher, year, edition, pages
Gordon, NSW: Asia Pacific Institute of Advanced Research (APIAR), 2016
Keywords
Internationalization, Business Model, Business Model Innovation, Wind Power, Wind Turbine Manufacturer, China
National Category
Business Administration
Identifiers
urn:nbn:se:hh:diva-32367 (URN)
Conference
2nd International Conference on Theory and Practice (ICTP-2016), Asia Pacific Institute of Advanced Research (APIAR), Melbourne, Australia, 28-29 October, 2016
Projects
BMI Wind
Funder
Knowledge Foundation
Available from: 2016-11-04 Created: 2016-11-04 Last updated: 2018-03-23Bibliographically approved
Lysek, M., Danilovic, M. & Liu, J. L. (2016). In Search of Innovation: Exploring the Dynamics of Innovation. Paper presented at ICEID 2016: 18th International Conference on Entrepreneurship, Innovation and Development, London, United Kingdom, January 18-19, 2016. International Journal of Social, Behavioral, Educational, Economic, Business and Industrial Engineering, 10(1), 215-229, Article ID 280.
Open this publication in new window or tab >>In Search of Innovation: Exploring the Dynamics of Innovation
2016 (English)In: International Journal of Social, Behavioral, Educational, Economic, Business and Industrial Engineering, ISSN 1307-6892, Vol. 10, no 1, p. 215-229, article id 280Article in journal (Refereed) Published
Abstract [en]

HMS Industrial Networks AB has been recognized as one of the most innovative companies in the industrial communication industry worldwide. The creation of their Anybus innovation during the 1990s contributed considerably to the company’s success. From inception, HMS’ employees were innovating for the purpose of creating new business (the creation phase). After the Anybus innovation, they began the process of internationalization (the commercialization phase), which in turn led them to concentrate on cost reduction, product quality, delivery precision, operational efficiency, and increasing growth (the growth phase). As a result of this transformation, performing new radical innovations have become more complicated.

The purpose of our research was to explore the dynamics of innovation at HMS from the aspect of key actors, activities, and events, over the three phases, in order to understand what led to the creation of their Anybus innovation, and why it has become increasingly challenging for HMS to create new radical innovations for the future.

Our research methodology was based on a longitudinal, retrospective study from the inception of HMS in 1988 to 2014, a single case study inspired by the grounded theory approach. We conducted 47 interviews and collected 1 024 historical documents for our research.

Our analysis has revealed that HMS’ success in creating the Anybus, and developing a successful business around the innovation, was based on three main capabilities – cultivating customer relations on different managerial and organizational levels, inspiring business relations, and balancing complementary human assets for the purpose of business creation.

The success of HMS has turned the management’s attention away from past activities of key actors, of their behavior, and how they influenced and stimulated the creation of radical innovations. Nowadays, they are rhetorically focusing on creativity and innovation. All the while, their real actions put emphasis on growth, cost reduction, product quality, delivery precision, operational efficiency, and moneymaking. In the process of becoming an international company, HMS gradually refocused. In so doing they became profitable and successful, but they also forgot what made them innovative in the first place. Fortunately, HMS’ management has come to realize that this is the case and they are now in search of recapturing innovation once again.

Our analysis indicates that HMS’ management is facing several barriers to innovation related path dependency and other lock-in phenomena. HMS’ management has been captured, trapped in their mindset and actions, by the success of the past. But now their future has to be secured, and they have come to realize that moneymaking is not everything. In recent years, HMS’ management have begun to search for innovation once more, in order to recapture their past capabilities for creating radical innovations. In order to unlock their managerial perceptions of customer needs and their counterinnovation driven activities and events, to utilize the full potential of their employees and capture the innovation opportunity for the future.

Keywords
Barriers to innovation, dynamics of innovation, in search of excellence and innovation, radical innovation
National Category
Business Administration
Identifiers
urn:nbn:se:hh:diva-32668 (URN)
Conference
ICEID 2016: 18th International Conference on Entrepreneurship, Innovation and Development, London, United Kingdom, January 18-19, 2016
Available from: 2016-12-13 Created: 2016-12-13 Last updated: 2019-08-12Bibliographically approved
Anderson, H., Danilovic, M., Chernetska, D. & Oskarsson, S. (2016). Innovation Through Interactions for Bathroom Suppliers. In: Peter Thilenius, Cecilia Pahlberg & Virpi Havila (Ed.), Extending The Business Network Approach: New Territories, New Technologies, New Terms (pp. 159-176). Basingstoke: Palgrave Macmillan
Open this publication in new window or tab >>Innovation Through Interactions for Bathroom Suppliers
2016 (English)In: Extending The Business Network Approach: New Territories, New Technologies, New Terms / [ed] Peter Thilenius, Cecilia Pahlberg & Virpi Havila, Basingstoke: Palgrave Macmillan , 2016, p. 159-176Chapter in book (Other academic)
Abstract [en]

Companies often build an innovation strategy that is mostly reliant on internal knowledge and resources. This can lead to failure to meet customer needs (von Hippel 1986). By interacting with customers, companies can obtain crucial information and have the opportunity to involve customers in innovation and product development processes (Füller and Matzler 2007; Hadjikhani and Bengtson 2004; Laursen 2011; von Hippel 2009).

Place, publisher, year, edition, pages
Basingstoke: Palgrave Macmillan, 2016
Keywords
Innovation, Customer collaboration, Supplier collaboration
National Category
Business Administration
Identifiers
urn:nbn:se:hh:diva-32687 (URN)10.1057/978-1-137-53765-2_9 (DOI)2-s2.0-84978335450 (Scopus ID)978-1-137-53763-8 (ISBN)978-1-137-53765-2 (ISBN)
Funder
VINNOVA
Available from: 2016-12-14 Created: 2016-12-14 Last updated: 2018-03-23Bibliographically approved
Simonchik, A., Hoveskog, M., Danilovic, M., Halila, F. & Göthberg, N. (2015). Customer value perceptions and business models: The case of O&M services in Swedish wind energy industry. In: Book of Abstracts: 3rd International Business Servitization Conference: Orkestra-Basque Institute of Competitiveness Deusto Business School: Bilbao, November 13-14, 2014. Paper presented at 3rd International Conference on Business Servitization (IBS), Bilbao, Spain, 13-14 November, 2014 (pp. 83-87). Terrassa: OmniaScience
Open this publication in new window or tab >>Customer value perceptions and business models: The case of O&M services in Swedish wind energy industry
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2015 (English)In: Book of Abstracts: 3rd International Business Servitization Conference: Orkestra-Basque Institute of Competitiveness Deusto Business School: Bilbao, November 13-14, 2014, Terrassa: OmniaScience , 2015, p. 83-87Conference paper, Oral presentation with published abstract (Refereed)
Place, publisher, year, edition, pages
Terrassa: OmniaScience, 2015
Keywords
servitization, business models, customer value
National Category
Business Administration
Identifiers
urn:nbn:se:hh:diva-27073 (URN)978-84-943418-3-0 (ISBN)
Conference
3rd International Conference on Business Servitization (IBS), Bilbao, Spain, 13-14 November, 2014
Projects
Business Model Innovation: A Case Study of Maintenance Services for the Wind Power Industry
Funder
Knowledge Foundation
Available from: 2014-11-17 Created: 2014-11-17 Last updated: 2018-03-22Bibliographically approved
Hoveskog, M., Halila, F. & Danilovic, M. (2015). Early Phases of Business Model Innovation: An Ideation Experience Workshop in the Classroom. Decision Sciences Journal of Innovative Education, 13(2), 177-195
Open this publication in new window or tab >>Early Phases of Business Model Innovation: An Ideation Experience Workshop in the Classroom
2015 (English)In: Decision Sciences Journal of Innovative Education, ISSN 1540-4595, E-ISSN 1540-4609, Vol. 13, no 2, p. 177-195Article in journal (Refereed) Published
Abstract [en]

As the mantra "innovate your business model or die" increases in popularity among practitioners and academics, so does the need for novel and feasible business models. In this article, we describe an ideation experience workshop, conducted in an undergraduate business course, in which students, guided by their lecturers and two industry representatives, developed business models in the early phases of a company's new blood alcohol level testing device. The students based their business models on the nine building blocks of a Business Model Canvas tool. The workshop confirmed that the three learning objectives were achieved as students acquired knowledge, created problem solutions, and presented results. The success of the workshop is attributable to the opportunity it gives students to work with an actual company, to experiment with business model innovation, and to learn from evaluators' feedback. © 2015 Decision Sciences Institute.

Place, publisher, year, edition, pages
Hoboken, NJ: Wiley-Blackwell, 2015
Keywords
Business Model Innovation, Collaborative Teaching Practices, Student Learning, Teaching Approaches, Teaching Using Workshops, Technology and Innovation
National Category
Business Administration
Identifiers
urn:nbn:se:hh:diva-28113 (URN)10.1111/dsji.12061 (DOI)2-s2.0-84926299662 (Scopus ID)
Projects
BMI Wind
Funder
Knowledge Foundation, 20120315
Available from: 2015-04-16 Created: 2015-04-16 Last updated: 2018-03-22Bibliographically approved
Danilovic, M., Hensbergen, M., Hoveskog, M. & Zadayannaya, L. (2015). Exploring Diffusion and Dynamics of Corporate Social Responsibility. Corporate Social Responsibility and Environmental Management, 22(3), 129-141
Open this publication in new window or tab >>Exploring Diffusion and Dynamics of Corporate Social Responsibility
2015 (English)In: Corporate Social Responsibility and Environmental Management, ISSN 1535-3958, E-ISSN 1535-3966, Vol. 22, no 3, p. 129-141Article in journal (Refereed) Published
Abstract [en]

The purpose of this paper is to explore the evolution of the concept of corporate social responsibility (CSR) in academia. The process of evolution is conceptualised to consist of diffusion and dynamics. Bibliometrics were applied for data collection and visualisation of the evolution of CSR. The findings show increasing complexity and progression in the research on the concept of CSR fuelled not only by the efforts for intellectual refinement in the field but also reflecting the changing priorities of society and businesses. The growth of this field of research both in number of publications (i.e. diffusion) and in terms of different fields in academic usage (i.e. dynamics), is an indicator for growing complexity and widening acceptance of the CSR concept across various academic disciplines in the future. Copyright © 2013 John Wiley & Sons, Ltd and ERP Environment.

Place, publisher, year, edition, pages
Chichester, West Sussex: John Wiley & Sons, 2015
Keywords
corporate social responsibility, sustainable development, evolution, environmental policy, stakeholder engagement
National Category
Business Administration
Identifiers
urn:nbn:se:hh:diva-23312 (URN)10.1002/csr.1326 (DOI)000353925800001 ()2-s2.0-84928306163 (Scopus ID)
Note

Article first published online: 28 June 2013

Available from: 2013-08-06 Created: 2013-08-06 Last updated: 2017-12-06Bibliographically approved
Organisations
Identifiers
ORCID iD: ORCID iD iconorcid.org/0000-0003-2111-5977

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