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Business Model Innovation for Internationalization: The Case of the Chinese Wind Turbine Manufacturer Envision
Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL), Centre for Technology, Innovation and Marketing Management (CTIM2). Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL), Business Model Innovation (BMI).ORCID iD: 0000-0003-2111-5977
Halmstad University, School of Business, Engineering and Science.
Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL), Business Model Innovation (BMI).
Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL), Business Model Innovation (BMI).ORCID iD: 0000-0002-5849-1442
2016 (English)Conference 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. Vol. 2, 57-68 p.
Series
Asia Pacific Journal of Advanced Business and Social Studies, ISSN 2205-6033 ; 3
Keyword [en]
Internationalization, Business Model, Business Model Innovation, Wind Power, Wind Turbine Manufacturer, China
National Category
Business Administration
Identifiers
URN: urn:nbn:se:hh:diva-32688ISBN: 9780994365675 (print)OAI: oai:DiVA.org:hh-32688DiVA: diva2:1056141
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: 2017-01-04Bibliographically approved

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Citation style
  • apa
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More languages
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