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Business Model Innovation for Internationalization: The Case of the Chinese Wind Turbine Manufacturer Envision
Högskolan i Halmstad, Akademin för ekonomi, teknik och naturvetenskap, Centrum för innovations-, entreprenörskaps- och lärandeforskning (CIEL), Centre for Technology, Innovation and Marketing Management (CTIM2). Högskolan i Halmstad, Akademin för ekonomi, teknik och naturvetenskap, Centrum för innovations-, entreprenörskaps- och lärandeforskning (CIEL), Business Model Innovation (BMI).ORCID-id: 0000-0003-2111-5977
Högskolan i Halmstad, Akademin för ekonomi, teknik och naturvetenskap.
Högskolan i Halmstad, Akademin för ekonomi, teknik och naturvetenskap, Centrum för innovations-, entreprenörskaps- och lärandeforskning (CIEL), Business Model Innovation (BMI).
Högskolan i Halmstad, Akademin för ekonomi, teknik och naturvetenskap, Centrum för innovations-, entreprenörskaps- och lärandeforskning (CIEL), Business Model Innovation (BMI).ORCID-id: 0000-0002-5849-1442
2016 (engelsk)Konferansepaper, Publicerat paper (Fagfellevurdert)
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.

sted, utgiver, år, opplag, sider
Gordon: APIAR , 2016. Vol. 2, s. 57-68
Serie
Asia Pacific Journal of Advanced Business and Social Studies, ISSN 2205-6033 ; 3
Emneord [en]
Internationalization, Business Model, Business Model Innovation, Wind Power, Wind Turbine Manufacturer, China
HSV kategori
Identifikatorer
URN: urn:nbn:se:hh:diva-32688ISBN: 9780994365675 OAI: oai:DiVA.org:hh-32688DiVA, id: diva2:1056141
Konferanse
2nd International Conference on Theory and Practice (ICTP-2016), Asia Pacific Institute of Advanced Research (APIAR), Melbourne, Australia, 28-29 Oct., 2016
Forskningsfinansiär
Knowledge Foundation
Merknad

Best paper award

Tilgjengelig fra: 2016-12-14 Laget: 2016-12-14 Sist oppdatert: 2018-03-23bibliografisk kontrollert

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