To see the other types of publications on this topic, follow the link: Imitation business enterprise model.
Dissertations / Theses on the topic 'Imitation business enterprise model'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 dissertations / theses for your research on the topic 'Imitation business enterprise model.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse dissertations / theses on a wide variety of disciplines and organise your bibliography correctly.
1
Strazdienė, Gražina. "Kolegijų studentų verslumo ugdymas taikant imitacinės verslo įmonės modelį." Doctoral thesis, Lithuanian Academic Libraries Network (LABT), 2009. http://vddb.library.lt/obj/LT-eLABa-0001:E.02~2009~D_20090828_132458-90861.
Full textAbstract:
Disertaciniame darbe nagrinėjama kolegijų studentų verslumo ugdymo(si) proceso veiksmingumas taikant imitacinės verslo įmonės modelį. Nustatyti kolegijų studentų verslumo gebėjimai ir savybės ugdomi imitacinėje verslo įmonėje, požymiai, demonstruojantys kolegijų studentų verslumo ugdymo(si) proceso veiksmingumą taikant imitacinės verslo įmonės modelį bei numatytos verslumo ugdymo(si) tobulinimo galimybės ir perspektyvos. Remiantis verslumo ugdymo(si) koncepcijomis ir teorijomis, filosofinėmis kryptimis, kilusiomis iš skirtingų filosofinių tradicijų ir fenomenologinėmis nuostatomis sukurta verslumo ugdymo(si) proceso tyrimo metodologija, leidžianti įvertinti verslumo ugdymo(si) veiksmingumą imitacinėje verslo įmonėje ir nustatyti iškylančias problemas. Atlikta edukacinė, vadybinė ir filosofinė literatūros analizė leido pagrįsti verslumo ugdymo(si) veiksmingumą šiuolaikinių edukacinių paradigmų kaitos kontekste apibūdinant: verslumo sampratą, verslumo ugdymo(si) programų, tikslų ir mokymo(si) metodų įvairovę, imitacinių modelių ir technologijų taikymo galimybes ir sąlygas. Empirinis tyrimas atliktas pasitelkus kiekybinius ir kokybinius tyrimo metodus. Taikyta anketinė apklausa, pusiau struktūrizuotas interviu, turinio (content) analizės ir statistinės (faktorinės) duomenų analizės metodai.The dissertation analyses the efficiency of College students’ entrepreneurship education process by applying the model of Imitation Business Enterprise. Entrepreneurship skills and characteristics of College students educated in the Imitation Business Enterprise are identified, features demonstrating the efficiency of College students’ entrepreneurship education process by applying the model of Imitation Business Enterprise and business education development opportunities and perspectives are shown. On the basis of entrepreneurship education concepts and theories, philosophical trends arising from different philosophical traditions and the phenomenological rules, an entrepreneurship education process research methodology is created. It allows evaluating efficiency of entrepreneurship education in the Imitation Business Enterprise as well as allows determining the problems appearing. The performed educational, managerial and philosophical literature analysis helped to base the efficiency of entrepreneurship education in the context of contemporary educational paradigms by describing: the concept of entrepreneurship, variety of entrepreneurship education programs, objectives and education methods, opportunities and conditions for applying imitation models and technologies. Empirical research was performed by using the quantitative and qualitative research methods.
2
Lo, Kwing-hang, and 盧烱鏗. "A model of modern Chinese native enterprise." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1985. http://hub.hku.hk/bib/B31948601.
Full text
3
Jäderlund, Jeanette, and Freya Björnfot. "Innovation & imitation : En taxibransch i förändring." Thesis, Linköpings universitet, Företagsekonomi, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-159751.
Full textAbstract:
Background: In recent years, the Swedish taxi industry has undergone a number of changes as a result of increased digitalisation in a deregulated market. Most market players have emerged as a result of the freedom of establishment, which in turn has led to higher competition. Among these new entrants, the ride-hailing business model has had an impact by taking a traditional service and performing it differently. This thesis will thus examine how this approach has affected the Swedish taxi industry in more detail. Purpose: The thesis aims to increase understanding of the aspects of the ride-hailing business model that are specifically distinguished by the company Uber. The following secondary purpose is to identify the impact this specific business model has on the Swedish taxi industry as a result of Uber's establishment on the Swedish market. Method: The thesis is an abductive case study of qualitative character. The empirical data has been collected through three distinct approaches, which are the collection of scientific material, semi-structured interviews with three respondents and a Social Media Analysis consisting of data from approximately 100 independent articles and media publications. Furthermore, these three types of empirical data have been selected via a strategic selection. Conclusion: The result of this thesis shows that the specific aspects that stand out in Uber Sweden's use of the ride-hailing business model are value creation, differentiation, innovation and social acceptance. The results also show that the ride-hailing business model has influenced the Swedish taxi industry in terms of the specific aspects' influence on the development of the taxi market and on government regulations.Bakgrund: Under de senaste åren har den svenska taximarknaden genomgått en rad förändringar till följd av en ökad digitalisering på en avreglerad marknad. Det har uppkommit flertalet aktörer på marknaden till följd av den fria etableringsrätten, som i sin tur lett till en högre konkurrens. Bland dessa nya aktörer har affärsmodellen ride-hailing fått ett genomslag genom att ta en traditionell tjänst och utföra den annorlunda. Uppsatsen kommer därmed att närmare undersöka hur detta tillvägagångssätt har påverkat den svenska taximarknaden. Syfte: Uppsatsen syftar till att öka förståelsen för de aspekter av ride-hailing-affärsmodellen som specifikt utmärker sig hos företaget Uber. Det följande sekundära syftet avser att identifiera den påverkan som denna specifika affärsmodell haft på den svenska taxibranschen till följd av Ubers etablering på den svenska marknaden. Metod: Uppsatsen är en abduktiv fallstudie av kvalitativ karaktär. Empiri har insamlats via tre distinkta tillvägagångssätt, vilka är insamlande av vetenskapligt material, semistrukturerade intervjuer med tre respondenter samt en Social Media Analys bestående av data från cirka 100 fristående artiklar samt mediala publikationer. Vidare har dessa tre typer av empiriska data valts ut via ett strategiskt urval. Slutsats: Resultatet från denna uppsats visar att de specifika aspekterna som utmärker sig inom Uber Sveriges användning av ride-hailing-affärsmodellen är värdeskapande, differentiering, innovation och social acceptans. Vidare visar resultatet på att ride-hailing-affärsmodellen har påverkat den svenska taximarknaden i avseende på de specifika aspekternas inflytande på utvecklingen av taxibranschen samt kring statliga regleringar.
4
Lategan, Neil. "Epirismm: an enterprise information risk management model." Thesis, Nelson Mandela Metropolitan University, 2006. http://hdl.handle.net/10948/541.
Full textAbstract:
Today, information is considered a commodity and no enterprise can operate without it. Indeed, the information and the supporting technology are pivotal in all enterprises. However, a major problem being experienced in the business environment is that enterprise risk cannot be managed effectively because business and information-related risk are not congruently aligned with risk management terminology and practices. The business environment and information technology are bound together by information. For this reason, it is imperative that risk management is synergised in the business, ICT (Information and Communication Technology) and information environments. A thorough, all inclusive, risk analysis exercise needs to be conducted in business and supporting environments in order to develop an effective internal control system. Such an internal control system should reduce the exposure of risk and aid the safeguarding of assets. Indeed, in today’s so-called information age, where business processes integrate the business and ICT environments, it is imperative that a unary internal control system be established, based on a holistic risk management exercise. To ensure that the enterprise, information and ICT environments operate free of the risks that threaten them, the risks should be properly governed. A model, EPiRISMM (Enterprise Information Risk Management Model) is proposed that offers to combine risk management practices from an ICT, information, governance, and enterprise perspective because there are so many overlapping aspects inherent in them. EPiRISMM combines various well-known standards and frameworks into one coherent model. By employing EPiRISMM, an enterprise will be able to eliminate the traditional segmented approach of the ICT department and thus eliminate any previous discontinuity in risk management practices.
5
Janrattana, Jirasak. "How can Small and Medium Enterprise retail business in Thailand successfully compete through Business Model Innovation?" Thesis, University of Manchester, 2017. https://www.research.manchester.ac.uk/portal/en/theses/how-can-small-and-medium-enterprise-retail-business-in-thailand-successfully-compete-through-business-model-innovation(4bf8547d-7a76-49ee-9776-e9ed7dbf0c39).html.
Full textAbstract:
Small and Medium Enterprise (SME) retail businesses in many countries, including Thailand, are facing challenges of high competition, as modern retail formats have grown rapidly in many Asian countries such as Singapore, Taiwan, China and Thailand (Howard, 2009). Thus, SME retail Businesses are facing an "innovate or die" situation, as non-adapting retail firms have always been and will continue to be driven out of the business (Evans, 2011). A new critical capability of retail business is the ability to configure and reconfigure its processes into a coherent blueprint - known in other words as a Business Model (Sorescu et al., 2011). The research question becomes "How can SME retail Business in Thailand successfully compete through Business Model Innovation?" Business Model Innovation requires system wide changes, since modifying one component always has network effects on other components (Tikkanen et al., 2005). There is no fixed method or successful formula that all companies will adopt; therefore disciplined experimentation and adaptation is recommended (Berman, 2011; Chesbrough, 2010; McGrath, 2010; Mitchell et al., 2003; Teece, 2010). However, most past studies on innovation are about large companies (Tim, 2004) and not many articles cover empirical studies on Business Model Innovation. In particular, few studies address the dynamic view (Demil and Lecocq, 2010; Svejenova et al., 2010; Sosna et al., 2010).This research focuses on the implementation of Business Model Innovation within SME retail business. The research uses a methodology called Action Research, and was conducted within the researcher's organization, which is a SME retail business in Thailand. This overcomes the practical challenges of studying SME business, which is related to limited opportunity to conduct empirical research. The study was conducted over the 4 year period from October 2010 to August 2014 by implementing Business Model Innovation in order to exploit opportunities in rural areas. Business Model concepts were employed as sources of innovation and units of analysis. Action Research consists of multiple cycles of changes and adaptation. It was found that Business Model concepts can be represented at different levels of abstraction from reality. At a high level of abstraction, the Business Model Canvas helps to understand the overview of the firm's business logic in a broad way, and provide ideas about what can be adapted. At the operational level, the Retailing Business Model provides a structural approach to the conceptualisation, planning and implementation of activities that support high level changes. In all, Business Model Innovation can be conceptualised as an ongoing learning process similar to the iterative cycles of Action research. These cycles consist of constructing actions, planning, taking actions and evaluating actions. The Business Model concepts at different levels of abstraction can be used for understanding and planning, as well as to capture learning experiences, both on the high level and on the operational level. Therefore, Business Model Innovation is a dynamic process where changes and learning happen continuously. Such a process enables SME retail businesses to improve their understanding of their Business Model and thus improve their chances of success?
6
Vašíček, Václav. "Vztah Enterprise Architecture a strategického managementu." Master's thesis, Vysoká škola ekonomická v Praze, 2009. http://www.nusl.cz/ntk/nusl-17047.
Full textAbstract:
Enterprise Architecture is so far the highest development step in IT's architectural description of enterprises. At the beginning, just technological architecture existed. However, with the quickly growing complexity of IT other domains occurred, that had to be described. Information or application architectures can serve as examples. IT then realized, that it needed to add to its IT architectures a business view and consequently the discipline Enterprise Architecture came into being. Strategic management is crucial for the development of each enterprise. The thesis focuses on the strategic management of business and the strategic management of IT. The strategic management of business consists of a business strategy and an operating model. To the strategic management of IT then belongs an information strategy and IT governance. Business-IT alignment further explores and ensures the accord between the strategic management of business and the strategic management of IT. The aim of the thesis is to describe the relationship of Enterprise Architecture and the different forms of strategic management and to express to which rate Enterprise Architecture supports them. The explored relationships are: - The relationship of Enterprise Architecture and business strategy - The relationship of Enterprise Architecture and operating models - The relationship of Enterprise Architecture and information strategy - The relationship of Enterprise Architecture and IT governance - The relationship of Enterprise Architecture and business-IT alignment The goals of the thesis are reached via theoretical research and subsequent deduction. The author's personal asset consists of creating a hierarchical model of Enterprise Architecture, of defining Enterprise Architecture's reaction to business strategies, of modifying the methodology MMDIS in respect of information strategy, of depicting, how Enterprise Architecture can be used in IT governance, of illustrating, where Enterprise Architecture contributes to business-IT alignment and of assessing, to which rate Enterprise Architecture supports the different forms of strategic management.
7
RAHMANI, QASTHARIN ANNISA. "Understanding the Business Model ofSocial Enterprise : A Case Study of Indonesia Mengajar." Thesis, KTH, Entreprenörskap och Innovation, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-159017.
Full textAbstract:
There has been an unexpected wave of growth in social entrepreneurship globally (Bornstein, 2004). This growth is followed by the number of research in the field. Academic research has been mainly focused on defining what it is, what it does and does not have in common with commercial entrepreneurial activity (Nicholls, 2006). Thus, there has not been many studies related to the business model of social enterprise. Osterwalder & Pigneur (2010) believes that every organization has a business model, regardless the word ‘business’ not used as descriptor. This description includes social enterprise. Social enterprise, not unlike business enterprise, creates and delivers value and it must generate enough revenue to cover its expenses. By acknowledging that social enterprise has a business model, it opens itself to business model innovation with advantages to optimize its operations, deliver more values through effective channels, capture more values through profits and growth and drive innovation. This research is conducted on Indonesia Mengajar, a social enterprise in Indonesia that has no experience in business model design or Business Model Canvas using qualitative methods and interpretive paradigm. Primary data is collected from interviews with Indonesia Mengajar. Secondary data comes from books, articles, journals and websites. The data are analysed with grounded theory method. By completing Business Model Canvas (Osterwalder & Pigneur) complemented with literature review and critical analysis of Indonesia Mengajar, the objective of this research to understand business model of social enterprise can be achieved. From this research it is found that adjustments are necessary for Business Model Canvas to capture the business model of social enterprise and based on the findings, it is concluded how social enterprise creates, delivers and captures value.
8
Gullarbergs, Frida, and Emma Haugland. "The Wave of the Social Enterprise : A Single Case Study on an International Social Enterprise Operating in Indonesia." Thesis, Linnéuniversitetet, Institutionen för marknadsföring (MF), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-96336.
Full textAbstract:
During the last decades, the circular economy has enabled a new kind of business model that is challenging the traditional linear way of doing business. The purpose of this thesis is to investigate how an international social enterprise work towards a circular business model, as well as the challenges and opportunities that comes with operating in an emerging market. Previous research on the subject is limited which leaves a research gap in existing literature. Indonesia is an emerging country that is struggling with a weak recycling infrastructure and lack of waste management, which has resulted in an ocean plastic pollution problem. In the theoretical framework, relevant aspects of the circular economy, social enterprises and opportunities and challenges with operating in an emerging market are presented. A conceptual framework concludes the literature review by illustrating how the concepts ties together. In order to answer the research questions, a qualitative research method has been followed throughout this single case study, combined with an abductive approach. The data has been collected through semi-structured interviews presented together with secondary data, in order to get a deeper understanding of the case. By examining an international social enterprise with operations in an emerging market, findings on what opportunities and challenges this social enterprise encounter in Indonesia are presented together with how they work towards a circular business model. This study indicates that the international social enterprise challenges the linear way of doing business and can be set as an example for other companies that has a social mission and wants to do business in a sustainable way. The analysis discusses the relation between the theoretical concepts and the empirical findings, together with observations from the authors. The analysis is followed by the concluding chapter where the contributions are stated, and the research questions are answered, followed by implications, limitations and suggestions for future research. The findings showed that international social enterprises can find opportunities in infrastructure- and institutional gaps in emerging markets. In addition, the findings indicate that a strong social mission can reduce the challenges of operating in an emerging market. The findings have contributed to introducing the social enterprise phenomenon into the international business research field, as well as international social enterprises operating in emerging markets. The authors also provide their definition of the concept ‘social enterprise’.
9
Pretorius, Delina. "Extendibility of a proposed Business Architecture Assessment Model (BAAM)." Thesis, University of the Western Cape, 2015. http://hdl.handle.net/11394/4981.
Full textAbstract:
Magister Commercii (Information Management) - MCom(IM)Purpose: The research aims to validate whether the proposed beta version of a Business Architecture Assessment Model (BAAM) can be usefully extended to organisations. Design/methodology/approach: The research draws from existing literature to further extend the scope of the BAAM. The literature review includes a description of Business Architecture (BA) and investigates the requirements of maturity models. The literature did reveal that the beta version of the BAAM’s maturity levels should be extended from the initial 3 levels to 5 well documented maturity levels (i.e. the roadmap). A focus group consisting of various subject matter experts evaluated the BAAM using an interpretative survey. The focus group approved the BAAM with some minor recommendations. The online BAAM survey was then deployed at eight (8) organisations to collect data on the level of maturity of the organisations’ business architecture. The output of the BAAM consists of a roadmap and the assessment results which assist organisations to improve their business architecture maturity. Findings: The literature review revealed that maturity models exist, but not many focus specifically on BA maturity. Those that does exist primarily focuses on the methodology involved in BA but do not specifically point out areas where the content matter of BA can be improved upon.
10
Zhang, Lei. "Social capital accumulation, business governance, and enterprise performance : a structural-equation-model approach /." View abstract or full-text, 2007. http://library.ust.hk/cgi/db/thesis.pl?SOSC%202007%20ZHANG.
Full text
11
Giannoulis, Constantinos. "Model-driven Alignment : Linking Business Strategy with Information Systems." Doctoral thesis, Stockholms universitet, Institutionen för data- och systemvetenskap, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:su:diva-102214.
Full textAbstract:
Information technology (IT) is more pervasive than ever before, constituting a significant factor for performance and survival in the business arena. It is essential that IT within organizations understands what the Business needs in order to provide the necessary support and bring value, which is also true when IT is also the main value creator. Therefore, alignment between the Business and IT within organizations is an issue of great concern and it is still open for solvency both for business and IT executives and practitioners. This work is scoped to the alignment linkage between business strategy and information systems (IS), where business strategy typically constitutes the primary exponent of the Business and IS typically encapsulates the elements of IT sustaining an organization. Current approaches are either focused on detailed aspects of IS and treat business strategy abstractly or use distinct business strategy formulations (e.g. Value Chain) but deal with IS only partially. This is problematic because the abstract use of business strategy hinders traceability of strategic intentions and initiatives towards features/aspects of IS, which are aimed to actualize and support such intentions. Because approaches using distinct business strategy formulations are not relevant to all organizations and are limited only to the IS aspects addressed. Introducing a model-driven approach for the alignment linkage is aimed at addressing the outlined shortcomings. Following a design science research paradigm, the main artifact developed is the Unified Business Strategy Meta-Model (UBSMM), which is based on conceptualizing established business strategy formulations (e.g. Value Chain) and integrating them. UBSMM supports mappings to IS models used in organizations, such as IS requirements, enterprise models and enterprise architecture, and provides unambiguous utilization of business strategy for the alignment linkage. Contributions of this thesis are grounded both on the process of building UBSMM and mapping to IS models, as well as the artifact itself. Conceptualizing and integrating business strategy formulations provides a less ambiguous and unified view of strategic concepts. This limits variations in interpretation and reinforces mappings to IS models, which are defined based on inter-schema properties across models. Therefore, UBSMM can link business strategy to IS models enhancing their communication in a traceable manner, ergo, support alignment.At the time of the doctoral defense, the following papers were unpublished and had a status as follows: Paper 10: Submitted. Paper 11: Accepted.
12
Gemper, Bodo B. Erhard Ludwig. "A socially responsible free market economy Ludwig Erhard's model /." Pretoria : [s.n.], 2005. http://upetd.up.ac.za/thesis/available/etd-09262005-153615.
Full text
13
Martins, André Oliveira. "Creating a business model for a pharmaceutical bank in Lisbon." Master's thesis, NSBE - UNL, 2013. http://hdl.handle.net/10362/9778.
Full textAbstract:
A Work Project, presented as part of the requirements for the Award of a Masters Degree in Management from the NOVA – School of Business and EconomicsThe present Work Project highlights the problem of the market disequilibrium existing in the pharmaceutical industry, caused by the coexistence of both: overproduction (implied destruction costs), and the fact that many patients have insufficient purchase power. This Work Project develops a two-phase methodology to recognize best practices of social enterprises. The first phase is the elaboration of a questionnaire and the second is a one-on-one interview. The objective was to understand the range of action, the mission, and the structure of social enterprises. The research has shown that different social fields impose context-specific structures, a tendency to operate in a regional scale and seeking for social benefits rather than profit seeking. This Work project prepared a co-operative business model, reinforced by academic literature, attempting to reduce waste and correct market disequilibrium by reallocating products to underprivileged. The business model is designed under the premise of fostering sustainability and assumes responsibility to formulate a solution for market disequilibrium in different fields.
14
De, Matos Paulo. "A proposed model for enterprise resource planning benefits for SMEs." Thesis, Nelson Mandela Metropolitan University, 2017. http://hdl.handle.net/10948/14971.
Full textAbstract:
Small to medium sized enterprises (SMEs) play a significant role in global and national economies, both in developed and developing countries, contributing significantly to economic growth and job creation. Yet, SMEs face ongoing survival issues as their limited access to resources often constrains their ability to compete and realise their potential. Enterprise Resource Planning (ERP) systems are known to be a crucial component in realising benefits for any organisation and are seen as significant contributors to an organisation’s performance. However, only a portion of SMEs report that their value expectations have been met in adopting an ERP system. SMEs require a better understanding of how to extract value from ERP adoption in order to remain competitive. An on-going SME problem is a lack of low-level awareness of the benefits that an ERP system is capable of providing them. The problem is stated as “SMEs do not understand the benefits derived from the adoption of an ERP system”. The purpose of this treatise was to determine a clearer understanding of how ERP systems can be considered a technological innovation that may be exploited by an SME to deliver business value by increasing the performance of the SME and thereby increasing the SME’s competitive advantage. A literature review was conducted on ERP and SMEs which identified benefit models grounded in the theories of Diffusion of Innovation (DOI) and Resource Based View (RBV). DOI explains the benefits derived from ERP use as the technology diffuses throughout the social organisation and RBV measures the business value extracted from ERP adoption and use. A model for ERP benefits for SMEs was proposed based on the extant literature and empirical evaluation on a sample of 107 SYSPRO ERP users in South Africa. The model was statistically assessed as to the relationships between the independent variables of ease of use, collaboration, capabilities, efficiencies, analytics, industry sector and maturity against the dependent variable of ERP business value. The variables of analytics, capabilities and ease of use together explain 68.9% of the variance of ERP business value, while analytics and capabilities explain 53.8%. No significant relationship was found for efficiencies, collaboration, industry or maturity, being a measure of length of years’ experience in ERP use. The results indicate that SMEs perceive analytics to be a valuable determinant of ERP value contributing to the competitiveness of SMEs. The higher the SME focuses on analytics, the greater the organisation’s performance increases due to the enhancement of analytical-based decisions aiding in a better decision-making process. Capabilities are the degree to which an ERP system caters for the functional needs of the SME. This treatise argues that SMEs should pay particular focus on their operational requirements and whether the ERP system is capable of providing them as customisation of the ERP is costly. Organisational personnel utilising ERP must be comfortable utilising it. Perceptions as to an ERP’s complexity and usefulness define the ease-of-use. SMEs should consider the inherent aspects of a given ERP system that support the adoption rate of their personnel of an ERP system. Practically, SMEs should assess the degree of system intuitiveness both during ERP selection and during the adoption lifecycle phases. ERP providers should focus on the provisioning of aspects both in the software and during the implementation of an ERP system at an SME in ensuring the system is intuitive, useful, easy to use, functionally addresses the SME requirements simply and surfaces meaningful analytics in support of decision-making process.
15
Arora, Savinder S. "A symbolic model for the enterprise integration of information technology through strategic alignment." Thesis, University of East London, 2002. http://roar.uel.ac.uk/1292/.
Full textAbstract:
The widespread recognition of Information Technology (IT) as either an agent of enterprise transformation or as a driver of new enterprise forms is due to several factors. Grove (1996) and Lewis (2000) suggests that chief amongst them is the ceaseless and pace of change in both the qualitative and quantitative nature of IT with its use at every level of the enterprise hierarchy, This research study analyses the rise and fall of strategic IT planning tools and with an aim to achieve business impact. The study identifies new approaches for achieving alignment, by considering the concept of the `adaptive enterprise. ' Impact factors are developed from previous research studies covering effectiveness, efficiency, user needs, synergy and market competitiveness. Adaptation behaviours are derived from studies performed by Haekel (1999) with enterprise cultures types researched developed by Trompenaars (2000). Hypothesis aimed at investigating the relationships between these factors are then derived. Initial complex statistical analysis reveal limited significances in the enterprises capability of interpreting and actioning IT solutions effectively to deliver improvements in competitiveness, and derive both internal and external synergy (collaboration), respectively. The research conducted then takes a new path, discovering a new 'middle ground' between reductionist and holistic approaches. For example, Chia (1998) proposes that IT research has tended to focus on the consequences of IT with models based on attempts to algorithmically compress the elements of an enterprise, implying modelling is a reductionist approach. This research discovers new areas of adaptation behaviours and the associated the need to balance the polarisation of views between internal communities of enterprises it also suggests optimum adaptation conditions for both fulfilment and project driven cultures. The research study concludes with implications and suggestions for new approaches and tools to assist IT researchers and consultancy organisations.
16
De, Vries Marne. "A process reuse identification framework using an alignment model." Thesis, University of Pretoria, 2013. http://hdl.handle.net/2263/31634.
Full textAbstract:
This thesis explores the potential to unify three emerging disciplines: enterprise engineering, enterprise architecture and enterprise ontology. The current fragmentation that exists in literature on enterprise alignment and design constrains the development and growth of the emerging disciplines. Enterprises need to use a multi-disciplinary approach when they continuously align, design and re-design the enterprise. Although enterprises need to be aligned internally (across various enterprise facets), as well as externally (with the environment), most alignment approaches still focus on business-IT alignment, i.e. aligning the business operations with the information and communication technologies and systems of the enterprise. This study focuses on a popular business-IT alignment approach,called the foundation for execution approach, and its associated artefact, called the operating model. The study acknowledges the theoretical contribution of the operating model to establish the required level of business process integration and standardisation at an enterprise in delivering goods and services to customers. Highlighting the practical problems in selecting an operating model for an enterprise, and more specifically the practical problems of identifying process reuse potential at an enterprise, a thesis statement is formulated: The operating model concept, as part of a business-IT alignment approach, can be enhanced with a process reuse identification framework, when a business-IT alignment contextualisation is used. The study is divided into two research questions. The first research question addresses the current fragmentation that exists in the literature, which impairs reuse of the existing business-IT alignment knowledge base. An inductive literature review develops the Business-IT Alignment Model to provide a common contextualisation for current business-IT alignment approaches. The second research question addresses the practical problems of the operating model regarding the identification of process reuse potential at an enterprise. Applying the newly developed Business-IT Alignment Model as a contextualisation instrument, the study demonstrates the use of design research in developing the Process Reuse Identification Framework. The conclusion after the investigation of the two research questions is that the thesis statement was confirmed, i.e. the operating model concept, as part of a business-IT alignment approach, can be enhanced with a process reuse identification framework, when a business-IT contextualisation is used.Thesis (PhD)--University of Pretoria, 2013.
Industrial and Systems Engineering
Unrestricted
17
Kucuk, Yilmaz Ayse. "Airport enterprise risk management model a study on airport business management and airline management." Saarbrücken VDM Verlag Dr. Müller, 2007. http://d-nb.info/988015919/04.
Full text
18
Nobrega, Danda Gustavo Jose, and Roman Rafael Reyes. "Understanding Entrepreneurship in a Small Family Business : An approach according to the Family Enterprise Ecosystem Model." Thesis, Jönköping University, JIBS, Center for Family Enterprise and Ownership, 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-928.
Full textAbstract:
This study puts special attention on how family businesses can create a unique context for entrepreneurship through its internal resources and how they can create wealth across gen-erations. These internal resources are called “familiness” that is generated by the interaction of the family and individual family members with the business. In order for the family business to be transgenerational (to create wealth across generations), they must develop their familiness and the culture must encourage family firms to be constantly involved in entrepreneurial activities.
In this thesis, the internal resources of a family firm were analyzed in order to help the company understand the requirements of a transgenerational business. The familiness that were assessed in the family business are, as suggested by Habbershon (2006), network, tacit knowledge, access to financial capital, decision making, business portfolio, mentoring rela-tionship, and culture.
As a result of the analysis, we conclude that the family firm has a positive bundle of famili-ness that can be used in order for the company to be more entrepreneurial. However, it is not enough to have a positive bundle of familiness that could encourage entrepreneurship; but also, the family members should have the psychological predisposition to allocate re-sources in the hope of finding entrepreneurial gain (Penrose, 1959).
This study ends up with the recommendations that are useful in order to understand the requirements of a transgenerational family business.
19
Perjons, Erik. "Model-Driven Process Design : Aligning Value Networks, Enterprise Goals, Services and IT Systems." Doctoral thesis, Stockholms universitet, Institutionen för data- och systemvetenskap, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:su:diva-56640.
Full textAbstract:
The purpose of business-IT alignment is to optimise the relation between business and IT in order to maximise the business value of IT. Successful business-IT alignment can be enabled by business processes and e-processes functioning as adaptive mediators between business and IT systems. Business processes are the ways actors work in enterprises and collaborate in value networks, while e-processes support a flexible flow of information between IT systems and business processes. The overall goal of this thesis is to propose methods for business process and e-process design and evaluation for achieving alignment between enterprise goals and IT systems. The methods are based on model-driven approaches, using enterprise and software models. More precisely, the proposed methods can be used for designing models of business processes supporting the fulfilment of enterprise goals in the setting of a value network; for designing models of generic and reusable business processes that support the fulfilment of enterprise goals; for designing models of e-processes that support a flexible alignment of IT systems with business processes; and for evaluating the extent to which business processes are aligned with enterprise goals and IT systems. The result of the thesis can be used to support business and system designers with practical knowledge on how to align business and IT systems in order to create efficient, high-quality, flexible and innovative organisations. The research presented in this thesis has been carried out following the design science paradigm. This paradigm is characterised by the creation of new and innovative artefacts for solving general problems, and the evaluation of their benefits and drawbacks.
20
Gikas, Evangelos. "An information system process model for a small South African enterprise in the retail sector." Thesis, Stellenbosch : Stellenbosch University, 2002. http://hdl.handle.net/10019.1/52675.
Full textAbstract:
Thesis (MBA)--Stellenbosch University, 2002.ENGLISH ABSTRACT: This study acts as a consulting solution to a South African small retail enterprise in developing an information system process model that will assist them to achieve their goals. A thorough analysis of the enterprise and the existing processes is conducted, where after the development of a transactional processing system is critically analysed. Small enterprises have specific information technology needs that are vastly different from large firms. The study takes into consideration the very specific conditions that will lead to successes and failures for this enterprise. It illustrates that from planning through to implementation and evaluation, it is important to integrate the technology as seamlessly as possible with the existing culture and operation. A review of existing principles for small enterprises is conducted and the guidelines flowing from this are outlined and applied to the business under investigation in a developing a practical solution. The owner understands that technology could be utilised to the benefit of his business. His backing and conviction that this is the way forward is imperative to the long-term success of the ultimate solution. Some guidelines to the study are set parameters as the owner has expressed specific requirements regarding the ultimate solution. This study provides a framework from which the developer, consultant and owner can sit at a planning stage and discuss an action plan for initialising and completing this project. Specifications and technical requirements can be deduced from the conclusions drawn in this study. The success of the new information system will depend solely on the quality of information and involvement of the users. The success of the ultimate solution will need the support of non-technology related functions. The information system will be dependent on the current processes and how well they are managed in conjunction with the new system.
AFRIKAANSE OPSOMMING: Hierdie studie behels die formulering van 'n oplossing vir 'n Suid Afrikaanse kleinsake onderneming. Die ontwikkeling van 'n inligtingstelsel proses model wat die onderneming in staat sal stel om hulle doelwitte te bereik is die fokus van die studie. Die onderneming en huidige prosesse word in diepte geanaliseer waarna die ontwikkeling van 'n transaksionele prosesering sisteem krities bestudeer word. Klein ondernemings het spesifieke informasie tegnologie behoeftes wat grootliks verskil ten opsigte van groot ondernemings. Hierdie studie neem in ag die spesifieke omstandighede wat die onderneming se suksesse en mislukkings sal bepaal. Dit wys uit dat die proses vanaf beplanning, tot en met implementasie en evaluasie, dit noodsaaklik is om die informasie tegnologie sonder haakplekke te integreer met die huidige kultuur en operasie. Bestaande beginsels vir kleinsake besighede word hersien en die gevolgtrekkings wat daaruit vloei word saamgevat en toegepas op die onderneming wat bestudeer word om 'n praktiese oplossing te ontwikkel. Die eienaar is bewus van die voordele wat informasie tegnologie vir sy onderneming kan inhou. Sy steun en oortuiging dat dit die regte oplossing is, is noodsaaklik vir die langtermyn sukses van die uiteindelike oplossing. Riglyne vir die studie word voorgeskryf waar die eienaar spesifieke parameters aangaande die uiteindelike oplossing vereis. Die studie verskaf 'n raamwerk waarmee die programeerder, konsultant en eienaar 'n beplanningsessie kan bywoon om 'n aksieplan te bespreek vir die oorsprong en voltooiing van die projek. Dit is moontlik dat spesifikasies en tegniese vereistes afgelei kan word vanaf die gevolgtrekkings gemaak in die studie. Die sukses van die nuwe inligting stelsel sal ten volle afhanklik wees van die kwaliteit van inligting en betrokkenheid van die verbruikers. Die sukses van die uiteindelike oplossing moet ondersteun word deur die funksies wat nie direk verwant is aan tegnologie nie. Die inligtingstelsel sal afhanklik wees van die huidige prosesse en hoe goed die prosesse gesamentlik met die nuwe stelsel bestuur word.
21
Persson, Andreas, and Fredrik Jeppsson. "A Process and Enterprise Maturity Model (PEMM) Analysis of the Hampered Big Pharma Drug Discovery Process." Thesis, Blekinge Tekniska Högskola, Institutionen för industriell ekonomi, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-15368.
Full textAbstract:
The big pharma drug discovery process is currently hampered by long lead times, high costs, and fre-quent failures. On the other hand the general view is that many small pharmaceutical and biotech com-panies are more successful in terms of preclinical drug project transitions, and many small companies and/or their projects are bought by big pharma. In this thesis we investigated if the Business Process Reengineering (BPR) and the Process and Enterprise Maturity Model (PEMM) approaches by Hammer are suitable for the big pharma R&D process and if these approaches could shed any light on where potential improvements in the process can be made. A number of people with work experience from both big pharma and biotech preclinical R&D were also interviewed regarding the BPR and PEMM approaches and also regarding general organizational and pro-cess differences between biotech and big pharma. Our findings suggests that where suitable, most of the BPR principles have already been implemented in big pharma R&D, and that the PEMM approach at large, is suitable for the industry. Further, the inter-views revealed that there is a stronger focus on the core science and project work, and much less focus on processes, in biotech compared to big pharma. Despite a higher focus on control in terms of pro-cesses and metrics, the big pharma R&D process suffers, indicating a need to strengthen the process cul-ture if these processes should remain and add value to the organization.
22
Olofsson, Sandra. "Opening the Black Box of Business Model Innovation Process in Social Enterprises : The Case of Swedish GodEl." Thesis, Högskolan i Halmstad, Akademin för ekonomi, teknik och naturvetenskap, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-28826.
Full textAbstract:
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.
23
Olivier, Grant Jerome. "Developing a business model for growth in social enterprise : a case study of a hybrid organisation." Thesis, Nelson Mandela Metropolitan University, 2013. http://hdl.handle.net/10948/d1020137.
Full textAbstract:
The Intshona Group of Companies operates in South Africa as a hybrid agribusiness combining entrepreneurial principles with a philosophy of social upliftment in Africa. This research views Intshona through the lens of social entrepreneurship theory, a hybrid research field with a dominant theme being the need for growth and scaling of impact, but which is seen as fragmented, containing ambiguities and lagging practice. In this research, a case study of Intshona is developed based on questionnaires and interviews with the organisation’s management, a concerned NGO, social beneficiaries as well as employees. The result is a two-way flow of knowledge integrating elements of existing social enterprise theory with Intshona’s business practices, building on a generic model of entrepreneurship and culminating in a business model for growth in a social enterprise. The research delivers strategic directives for Intshona for its future growth, presents a case study for addition to the body of knowledge on social entrepreneurship and concludes with suggestions for further research to continue developing theory.
24
Heang, Rasmey. "THE NEEDS AND CHALLENGES OF ADOPTING BUSINESS INTELLIGENCE FOR SMALL AND MEDIUM-SIZED ENTERPRISE (SME)." Thesis, Högskolan i Halmstad, Akademin för ekonomi, teknik och naturvetenskap, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-33509.
Full textAbstract:
Nowadays, managing business performance is becoming a relatively difficult and complex process for managers since it is undertaking major change both in research and practice. With the growing global interest in Business intelligence (BI), it has also been identified as an important role for small and medium-sized enterprises (SMEs) to satisfy their customer’s needs by analyzing through BI system. However, the limited financial resource and lack of human capital are becoming the constraint for SMEs to invest in Business Intelligence system; as well the return of their investment in BI system is still being considerable for SMEs to invest in the system. This study proposes an innovative approach for assessing and prioritizing the use of BI, which can help SME owners to prioritize their customer’s needs and communicate with their stakeholder by using Kano model. This paper is prepared in a way to define and convey the idea of Kano Model and its application to aspiring organizations.
25
Bell, Keith John. "Business to business enterprise integration : an exploratory study to develop and test an implementation model for engineer to order organisations." Thesis, Durham University, 2013. http://etheses.dur.ac.uk/7302/.
Full textAbstract:
This research explores the managerial problems associated with adoption of business to business (B2B) enterprise integration in the UK engineer to order (ETO) manufacturing sector. Its aim is to develop a B2B enterprise integration hierarchy to overcome managerial problems and propose a model for implementation. The first part of the research developed an overview of the evolution of the B2B enterprise integration concept, a definition, perceived business benefits and its general status in the UK manufacturing sector. The research is grounded in the extant literature covering supply chain integration, information technology acceptance literature, crisis management and implementation success factors. A qualitative case study approach was selected comprising two phases. The first phase involved key informant interviews at eleven ETO companies in the UK. Three interviews with key informants were carried out at each company. This group triangulation approach mitigated any bias. Four managerial problems were identified: management awareness of the benefits and implementation challenges, risk in terms of return on investment and business continuity during implementation, information security risk associated with loss of competitive advantage and lack of relevant skills within the organisation. From these findings, a B2B de-coupled integration hierarchy was developed and an implementation model proposed. The second phase involved an in case participatory action research study over a one year budget cycle at one of the eleven companies during implementation of a B2B system. This case study tested the use of a B2B de-coupled integration hierarchy approach and refined the proposed implementation model. The outcome of the research recommends a B2B de-coupled integration hierarchy and an iterative implementation model for overcoming the four key inhibitors identified. This is significant for practitioners, particularly in the ETO sector, who are in the process of implementing B2B enterprise integration systems. It confirms that successful implementation can be achieved if senior management teams are fully aware of the potential benefits and the implementation challenges. Additionally, business and information security risks must be dealt with by appropriate de-coupling and the workforce should have the relevant skills to deal with the new systems. From an academic perspective, this research provides two significant contributions. This is the first study to explore the managerial problems associated with adoption of B2B enterprise integration by using a combination of interviewing key informants within an organisational setting and a participatory action case study. Furthermore, it is the first study to propose an iterative implementation model to overcome managerial problems associated with adoption of B2B enterprise integration in the UK ETO sector. It should be noted that this research is limited to key informant interviews at eleven companies and one case study. In order to provide unequivocal validation and generalisability, the research should be expanded to cover other manufacturing sectors.
26
Du, Preez Jonathan. "Fighting change with change : a methodology for re-engineering an enterprise." Thesis, Stellenbosch : Stellenbosch University, 2012. http://hdl.handle.net/10019.1/19972.
Full textAbstract:
Thesis (MScEng)--Stellenbosch University, 2012.ENGLISH ABSTRACT: The environment within which most organisations operate is ever-changing. In such a dynamic environment the only way an organisation is able to not just survive but thrive is by continuously, effectively and efficiently transforming/re-engineering itself (Hammer & Champy, 2001). Luckily, many organisations have realised and accepted this fact. The problem, however, is that the majority of transformation initiatives, launched by organisations, are unsuccessful. In fact, according to (Blanchard K. , 2010), 70% of change initiatives fail. There can only be two possible reasons for the existence of this very serious problem. Organisations either implement the wrong kinds of change initiatives or they ineffectively manage and execute the transformation efforts that they initiate. To solve this problem, an organisation needs to make use of a structured and integrated enterprise engineering methodology that enables it to effectively manage and execute the right kind of change initiatives (Martin, 1995). In the literature that was reviewed, very few structured and integrated enterprise engineering methodologies were found to exist. The objective of this study was to bridge this research gap. In other words, the objective of this study was to develop a structured and integrated enterprise engineering methodology. Developing the enterprise engineering methodology was done by following a basic system engineering process consisting of the following four steps: requirements analysis, system design, system development and system validation. During the requirements analysis step the functional characteristics that the enterprise engineering methodology needed to possess were identified. The purpose of the system design step was to firstly identify the set of methods that the enterprise engineering methodology should consist of and secondly to determine how these methods fit together to form an integrated methodology. The purpose of the system development step was to describe each of the methods that the enterprise engineering methodology needed to consist of in terms of how it is utilised as well as who should be involved during its utilisation. Lastly, during the system validation step the enterprise engineering methodology was evaluated based on how well it satisfies its functional requirements. Expert interviews as well as a case study were used to do this.
AFRIKAANSE OPSOMMING: Die meerderheid organisasies, huidiglik in bestaan, wroeg met die konstante veranderinge wat plaasvind in die omgewing rondom hulle. In so ‘n dinamiese omgewing is ‘n organisasie se toekomstige winsgewendheid en groei hewiglik afhanklik van sy bevoegdheid om aaneenlopend en effektief veranderinge aan te bring (Hammer & Champy, 2001). Die probleem is dat 70% van transformasie-inisiatiewe wat geloots word nie die voordele wat van hulle verwag word suksesvol lewer nie (Blanchard K. , 2010). Hoekom gebeur dit? Hoekom is net 30% van transformasie-inisiatiewe wat geloots word suksesvol? Daar is net twee moontlike redes vir die bestaan van hierdie probleem. Organisasies loots óf die verkeerde tipe transformasie-inisiatiewe óf hulle bestuur hulle transformasie-inisiatiewe op ‘n oneffektiewe manier. Om te verseker dat ‘n organisasie nie in hierdie strik trap nie, moet dit gebruik maak van ‘n gestruktureerde en geїntegreerde besigheidstransformasie-metodologie wat die proses van verandering vergemaklik (Martin, 1995). In die literatuur wat tot dusver nagevors is, kon daar maar ‘n handjievol besigheidstransformasie-metodologiëe opgespoor word. Die doel van hierdie studie was om hierdie gaping in die literatuur te vul. Met ander woorde, die doel van hierdie studie was om ‘n gestruktureerde en geїntegreerde besigheidstransformasie-metodologie te ontwikkel. ‘n Stelselontwikkelingsproses is gevolg om hierdie metodologie te ontwikkel. Die vier stappe wat deel gevorm het van hierdie stelselontwikkelingsproses is die volgende: vereistebeskrywing, stelselontwerp, stelselontwikkeling en stelselvalidasie. Tydens die vereistebeskrywingstap van die proses is die funksionele eienskappe wat die besigheidstransformasie-metodologie moet besit geïdentifiseer. Die doel van die stelselontwerpstap was eerstens om die metodes waaruit die metodologie moet bestaan te identifiseer en tweedens om die wisselwerking tussen die metodes te bepaal. Die doel van die stelselontwikkelingstap was om elkeen van die metodes waaruit die metodologie moet bestaan te beskryf in terme van hoe dit toegepas word, asook wie betrokke behoort te wees tydens die gebruik daarvan. Tydens die stelselvalidasiestap is die metodologie geëvalueer in terme van hoe effektief dit die geïdentifiseerde funksionele behoeftes bevredig. Onderhoude met deskundiges asook ‘n gevallestudie is gebruik om dit te doen.
27
O'Neill, Henrique. "Decision support in the extended enterprise : a human centred model for organisational improvement and performance assessment." Thesis, Cranfield University, 1995. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.282437.
Full text
28
Agostinho, Carlos Manuel Melo. "Sustainability of systems interoperability in dynamic business networks." Doctoral thesis, Faculdade de Ciências e Tecnologia, 2012. http://hdl.handle.net/10362/8582.
Full textAbstract:
Dissertação para obtenção do Grau de Doutor em Engenharia Electrotécnica e de ComputadoresCollaborative networked environments emerged with the spread of the internet, contributing to overcome past communication barriers, and identifying interoperability as an essential property to support businesses development. When achieved seamlessly, efficiency is increased in the entire product life cycle support. However, due to the different sources of knowledge, models and semantics, enterprise organisations are experiencing difficulties exchanging critical information, even when they operate in the same business environments. To solve this issue, most of them try to attain interoperability by establishing peer-to-peer mappings with different business partners, or use neutral data and product standards as the core for information sharing, in optimized networks. In current industrial practice, the model mappings that regulate enterprise communications are only defined once, and most of them are hardcoded in the information systems. This solution has been effective and sufficient for static environments, where enterprise and product models are valid for decades. However, more and more enterprise systems are becoming dynamic, adapting and looking forward to meet further requirements; a trend that is causing new interoperability disturbances and efficiency reduction on existing partnerships. Enterprise Interoperability (EI) is a well established area of applied research, studying these problems, and proposing novel approaches and solutions. This PhD work contributes to that research considering enterprises as complex and adaptive systems, swayed to factors that are making interoperability difficult to sustain over time. The analysis of complexity as a neighbouring scientific domain, in which features of interoperability can be identified and evaluated as a benchmark for developing a new foundation of EI, is here proposed. This approach envisages at drawing concepts from complexity science to analyse dynamic enterprise networks and proposes a framework for sustaining systems interoperability, enabling different organisations to evolve at their own pace, answering the upcoming requirements but minimizing the negative impact these changes can have on their business environment.
29
Bolaños, Angello, Luis Leiva, Fernando Sotelo, and Carlos Raymundo. "Quality management model for a small enterprise of pecan farmers in Ica el Valle - Peru." Springer Verlag, 2020. http://hdl.handle.net/10757/656141.
Full textAbstract:
El texto completo de este trabajo no está disponible en el Repositorio Académico UPC por restricciones de la casa editorial donde ha sido publicado.In this study, we propose a basic quality management model that was designed based on good agricultural practices for micro-enterprises of pecan farmers in Ica el Valle, Peru. The research study was developed based on in-depth interviews with 18 farmers within the agricultural sector under study. The study focused on identifying and analyzing the current situation of farmers to design a basic quality management model that can be implemented. The results led to the identification of critical aspects for each of the activities related to the production of nuts. We thus designed a basic quality management model based previous scientific studies. This management system is composed of the following subprocesses: quality adjustment; documentation; parameters definition; monitoring and control; and continuous improvement and analysis of results.
30
Jankelowitz, Lauren. "An entrepreneurship-as-practice perspective on the development and growth of social enterprise in South Africa." Thesis, University of Pretoria, 2020. http://hdl.handle.net/2263/79763.
Full textAbstract:
Within the third sector, scarce resources make it difficult for social enterprises to survive financially, become more innovative and entrepreneurial, and generally grow and develop to scale. Although there is no agreement on the definition, the extant literature tends to frame social enterprise as critical for addressing challenging social problems. Social enterprise involves some degree of profit-making, while maintaining a strong focus on social mission. The latest literature points to social enterprise as an example of a hybrid organisational form that has the potential to act as a solution to complex social problems. However, the literature also highlights the considerable tensions inherent in hybridity, as well as the substantive mission-drift that inevitably occurs. The current body of knowledge does not describe how social enterprise growth and development occurs, nor does it adequately illustrate how social enterprise hybrids can continue to meet their important social missions while generating sufficient operating income to sustain themselves. Additionally, there is a dominant view that non-profit social enterprises may face difficulties in surviving as hybrids due to the risk of mission-drift. An in-depth study of non-profit social enterprises that had already reached scale was undertaken to address this. By doing so, a contribution was made to the development of the social entrepreneurship and social enterprise fields. The theory on social enterprise ideal-types was deepened. In addition, this study provides a framework for social enterprise growth and development within this organising context. Strategy-as-practice (SaP) core concepts as influencers within an entrepreneurship-as-practice (EaP) theoretical framework, contained by a social practice theory theoretical lens. The result was a focus on daily business management and strategic development practices. Additionally, contextualisation – as the link between the micro-context in each organisation and macro environment – was studied as the context for this growth and development.Thesis (DPhil)--University of Pretoria, 2020.
Gordon Institute of Business Science (GIBS)
DPhil
Unrestricted
31
Roets, Yzelle. "The design and evaluation of an integrated enterprise architecture metamodel." Thesis, University of Pretoria, 2015. http://hdl.handle.net/2263/43531.
Full textAbstract:
The research focuses on the relationship and interlinking between the different architectural domains within the enterprise architecture of an enterprise. The architectural domains are grouped together as business architecture, information architecture and technology architecture.
First, a literature review of the definitions, history, role, functions and qualities, existing frameworks, models and domains of enterprise architecture was conducted. The definitions; role and benefits; models, frameworks, ontologies and descriptive languages of the different architectural domains were then studied as background and basis. New definitions were deduced.
Second, the modelling methodology, process, elements and deliverables were investigated. An integration metamodel for enterprise architecture was developed, according to this modelling methodology. The metamodel is called the Relational Enterprise Architecture Metamodel or the REAM.
Third, the research methodology for the empirical research section was investigated and determined. The proposed conceptual metamodel has been assessed through a case study within three different industries each. The feedback from the case studies was used to modify/enhance the metamodel. The possibilities for application of the modified model were then assessed at the University of Pretoria.
The contribution of this research lies mainly in the development, empirical testing and refining of an integrated EA metamodel (REAM) as well as the development of new definitions for enterprise, business, information and technology architecture and relating them.Thesis (PhD)--University of Pretoria 2015.
Information Science
Unrestricted
32
Hellbe, Simon, and Peter Leung. "DIGITAL TRANSFORMATION : HOW APIS DRIVE BUSINESS MODEL CHANGE AND INNOVATION." Thesis, Linköpings universitet, Industriell ekonomi, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-119506.
Full textAbstract:
Over the years, information technology has created opportunities to improve and extend businesses and to start conducting business in new ways. With the evolution of IT, all businesses and industries are becoming increasingly digitized. This process, or coevolution, of IT and business coming together is called digital transformation. One of the recent trends in this digital transformation is the use of application programmable interfaces (APIs). APIs are standardized digital communication interfaces, used for communication and exchange of information between systems, services and devices (such as computers, smartphones and connected machines). API communication is one of the foundational building blocks in recent disruptive technology trends such as mobile and cloud computing. The purpose of this study is to gain an understanding of the business impact that is created in digital transformation related to the use of APIs. To investigate this novel area, an exploratory study is performed where a frame of reference with an exploratory framework is created based on established academic literature. The exploratory framework consists of three main parts which cover the research questions, including Business Drivers, Business Model Change & Innovation and Challenges & Limitations related to API-enabled digital transformation. The framework is used to gather empirical data consisting of two types, interviews (primary data) and contemporary reports (secondary data). Interviews are performed with API-utilizing companies, consulting firms and IT solution providers and contemporary reports are published by consulting and technology research and advisory firms. Two main business drivers are identified in the study. The first is Understanding & Satisfying Customer Needs which is derived from companies experiencing stronger and changing demands for automated, personalized value-adding services. This requires higher degree of integration across channels and organizations. The second driver is Business Agility, which derives from higher requirements on adapting to changing environments while maintaining operational efficiency. Cost Reduction is also mentioned as a third and secondary driver, as a positive side-effect in combination with the other drivers. The identified impact on business models is that business model innovation is mostly happening in the front-end of business model towards customers. Several examples also exist of purely API-enabled businesses that sell services or manage information exchanges over APIs. The challenges and limitations identified are mostly classic challenges of using IT in businesses and not specific to use of APIs, where the general consensus is that IT and business need to become more integrated, and that strategy and governance for API-initiatives need to be established.
33
CHIU, SHAO-WEI, and 邱紹煒. "ManFair Social Enterprise Creative Business Model." Thesis, 2017. http://ndltd.ncl.edu.tw/handle/79676965360618566276.
Full textAbstract:
碩士中華大學
企業管理學系
105
ManFair social enterprise, derived from ManFair sheltered workshop, in order to provide employment opportunities to the disabled. ManFair social enterprise is going to cooperate with other local enterprises and organizations, for the purpose of improving ManFair’s operating performance. Meanwhile, by means of advocating the concept of local society-compassion and fulfillment of corporate social responsibility, to organize and plan ManFair social enterprise. In order to help ManFair social enterprise develop, I expect that ManFair’s quality goods can be put on the tea-stalls which are set up in local enterprises through ManFair social enterprise creative marketing planning. Therefore, I do the research, which depends on ManFair social enterprise creative marketing planning, is going to establish a new business model and find out the key elements can facilitate ManFair social enterprise operate more successfully. With the aim of achieving the purpose of research, the research on the basis for business model structure and combines with expert interview method, creative marketing planning and focus group, then establish a new ManFair’s creative business model. The result of the research presumed several elements in this creative business model: The customer segment involves commercial groups, educational groups and institutions. The value proposition is to supply the high quality goods, which not only represent fair trade, but also can transfer love and care to society. The channel is online platforms include Facebook, Line and APP. The customer relationship is ManFair keeps touch with local enterprises by social care. The key resources are ManFair brand, fair trade coffee and relationship with media. The key activities are holding press conference and accepting organization’s by ManFair social enterprise. The key partners are ChungHua university, Hsinchu government, media, peer union in Hsinchu Science Park and Hsinchu local organizations( Rotary Club, Lions Club, Junior Chamber) etc. To sum up, the key successful elements of this creative marketing planning are the key resources, key partners and key activities what mentioned above. Keywords:ManFair’s social enterprise, social enterprise, business model, focus group,creative marketing
34
WU, BO-JYUN, and 巫柏均. "Business Model of Social Enterprise-Ivegan Supermarket." Thesis, 2018. http://ndltd.ncl.edu.tw/handle/e35w7n.
Full textAbstract:
碩士東吳大學
國際經營與貿易學系
106
Most of the society issues are solved by Government Organization and Non-Profit Organization. As time goes by, social enterprise becomes much more popular. Social enterprise also finds a new balance between Government Organization and Non-Profit Organization. Social enterprise has to solve one specific social issue. Social enterprise can also make its own profit. In this article, we chose I-Vegan Social Enterprise. we will try to find out the business model of I-Vegan Social Enterprise.
35
Kao, Weishun, and 高偉舜. "The Business Model Design of Social Enterprise." Thesis, 2013. http://ndltd.ncl.edu.tw/handle/96400078494399014819.
Full textAbstract:
碩士國立臺灣大學
商學研究所
101
A social enterprise is an organization whose aim is to find the balance between earning profits for shareholders and creating positive impacts in society. In the following thesis, I shall share the building blocks needed for a business model directing towards building a social enterprise, and draw comparison to those of for-profit enterprises. Osterwalder and Pigneur proposed nine building blocks as a universal business model (Business Model Generation 2010). My research considers this proposed model while also considering three additional building blocks that specifically pertaining to social enterprise: “social and environment revenue,” “social and environment costs,” and “the social entrepreneur.” My research uses the information collected from three social enterprise case studies, considering the social entrepreneurs themselves, in addition to information concerning their company documents. My result validates the theoretical foundation and practicality for these three additional building blocks for developing social enterprises and for supplementing additional important considerations while starting a social enterprise.
36
HSU, Yung-Li, and 許永力. "Choosing E—Marketplace Business Model for Enterprise." Thesis, 2001. http://ndltd.ncl.edu.tw/handle/93922657103091955616.
Full textAbstract:
碩士中原大學
資訊管理研究所
89
Abstract Under global market economy, company is not only facing domestic competitors but also from the world. If company wants to maintain its advantage, it has to strengthen its competitive position. In our country, the industry is basically manufacturing oriented, and a company needs to have a wide-open and flexible supply system. Company will certainly benefit from speeding up its supply to customer and cutting down the cost by using a computer network system. Therefore an “Electronic —Marketplace” system can help a company not only reducing the cost but also making procurement information more transparent. At the same time, an e-marketplace system can help company to get raw material in a more stable environment and customer more profit. The purpose of this research is to understand the current status of the e—marketplace system and find out the factors which affect company’s decision to join the e—marketplace system. Furthermore, this mini—case study will try to sort out the most important factors when company makes that important decision. According to the literature review ,this research concludes that there are two sets of factors that affect company''s decision to join an e-marketplace system, which are “internal Company factors” and “external e—marketplace factors”. “internal Company factors” includes industry characteristic, production features, market control requirement, IT technical capability, and IT investment. “external e—marketplace factors” includes domain knowledge, first move strategy, economy of scale of market, the openness of market, the flexibility and expandability of the system, security of the transaction, and charging mechanism of the system. This research, find that production features, market control requirement, IT technical capability, IT investment, domain knowledge, and economy of scale of market are the most important factors. Those factors can help company decide on choosing e—marketplace business model.
37
Lo, Hui-Mei, and 羅惠美. "The Study on Business Model of Enterprise Museum." Thesis, 2011. http://ndltd.ncl.edu.tw/handle/63395166511112569752.
Full textAbstract:
碩士中原大學
企業管理研究所
99
Abstract Following the changes of time and environment, the main museum operations have been transformed from public or private management to BOT and then been developed to a different model that the enterprises create the museum by themselves. Enterprises establish the museums on their own to keep the corporate heritage data, the product of evolution, business flourishes, the evolution of relations in the era and leaving the historical records, so that their employees know about the vision of the managers in the new generations. The consumers are also welcome to visit the enterprise museums to experience the stories of the enterprise development and how a brand was created, which can be taken as promotion strategy of the public relationship, the enhancement of the enterprise image, increasing sales as well as demonstrating the social responsibilities of an enterprise. Due to changes in the economy and industry in recent years, it has become the current that enterprises start to establish their own museums. Yet, according to the cases in the past, running and maintaining the enterprise museums is more difficult than building them. Therefore, it is necessary to study and research the operations model of enterprise museums. There are 4 companies selected for the research of this case about the enterprise museums, which are "Brand’s Health Museum", "KIMLAM Museum", "I-Mei Park production, ecology, life" and "Music for fun". By the interviews in depth, on-the-spot visits and sub-level data collection to proceed with the research of the operations mode, the goal is to find out the workable operation model of the enterprise measums. Through this case, the essence of the business model for enterprise museums includes 7 items, which are organization, financial resources, demenostration display, public relations, marketing strategy, shop management and staff training. There is no best business model. It should be adopted in accord with the purpose of establishment and the available resources for the suitable business model. Keywords：Museum,Enterprise Museum,Business Model
38
Ang, Christine Wee, and 洪貴婷. "Business Model Innovation in Social Enterprise: Philippine Cases." Thesis, 2011. http://ndltd.ncl.edu.tw/handle/43822922548834020324.
Full textAbstract:
碩士國立臺灣大學
企業管理碩士專班
99
The world is changing and the ethos of social enterprises makes them a legitimate and growing business model for the 21st century. The delivery of high quality service, with all the profit being invested back into the community, is a model that will become increasingly impossible to ignore. Tracy Axten, Head of Social Economy Banking, The Royal Bank of Scotland and NatWest In a free market economy, price determines the optimal allocation of goods and services to its people. However, factors like monopolies, externalities, rent seeking behavior by private firms, and gross inequality in income distribution can lead to sub-optimal allocation of resources – some segment of the population are better off than others – leading to market failure (Phills and Denend). Market failure manifests itself when large segments of the population are unable to access basic needs like food, shelter, clothing or other needs like education and medical care. Private enterprises, driven by their profit maximization ethos, produce goods and services in quantities and prices can sometimes lead to a situation that leave these segments – generally the low income earners - unable to afford or access them. In a free-market economy, private businesses were rarely called upon (or expected) to respond to breakdowns in efficient market operations by modifying their behavior, such as taking on profitability and sustainability risks in order to serve these sectors of society. Traditionally, societies have looked to government intervention to correct these market failures through regulations or subsidies or the provision of these goods and services itself at below market-determined prices. Sometimes it is civil society that comes in to fill the gap in the market that private business is unable or unwilling to fill or when government intervention is inadequate, utilizing grants or donations, but which in recent years have become more stringent. Private businesses also recycle some of their profits through corporate social responsibility (CSR), which are often targeted, and whose scale have not been enough to generate large scale social impact. These efforts have fallen short of addressing these market failures thus leaving large sectors of society with unmet needs (Phills and Denend). Social enterprises have recently gained recognition as possibly providing more effective and sustainable solutions to so-called market failure. These new breed of enterprises use entrepreneurial skills and leverage market principles, just like ordinary business, but with one important difference ! they prioritize social impact over the creation of wealth. By shifting their emphasis from financial to social returns, social enterprises have been discovering and implementing new ways serving the needs of poor, disadvantaged, and neglected communities who have hitherto not been adequately reached by private business or government. The new business models that have been developed by social entrepreneurs expand existing markets, create new ones, increase competition that benefits consumers and generate new, more collaborative networks and ecosystem. This development promises strategies that could lead to long-term market based solutions to realize unmet social needs and reach the underserved segment of society. By “doing well by doing good” these new models address allocation inefficiencies without necessarily undermining the free market system (which subsidies or market regulation would have done). Through research and application of theory to real-life examples, this paper found that one crucial factor for this success stems from the approaches that the social enterprises’ employ to generate their business model - from which proceeds their business plan and organizational and operational strategy. These approaches are more sensitive to market signals, more human-centric and collaborative. They derive from the ethos of a social enterprise which is a factor of being: 1) established to solve a pre-existing social problem; 2) having a dual bottom line of social value and economic value; and, 3) driven by stakeholders’ interest rather than stockholders’. Purely for-profit businesses are also beginning to use these approaches to gain market share but primarily for profit. A compromise has led to the creation of hybrid enterprises where for profit and non-profit enterprises collaborate to service the market while remaining true to their respective reason for their existence. There are valuable lessons for private enterprise, government policy makers and civil society in their quest to develop a market-based ecosystem that benefits all sectors of society and leaves no one behind.
39
Li, Xing, and 李星. "Reverse innovation：Exploring Business model innovation enterprise in China." Thesis, 2016. http://ndltd.ncl.edu.tw/handle/hrfxq8.
Full textAbstract:
博士亞洲大學
經營管理學系
104
Chinese enterprises were a remarkable growing under the marketing globalization, every surviving company always have a unique business model. Currently, most of literature reviews discuss in industrial transformation, strategy management and developing models, rare of articles discuss to changing business model by reverse thinking. This research exploring reverse business model by business structure. This research based on qualitative study, select 25 representative reverse innovation cases to analyze, built a database, each innovation event was treated as an analysis unit. This study has mainly obtained four findings as follows. 1, reverse innovation of trading content is divided by product servitization, marketing specialization, bothway reversing model.2, in reverse innovation of trading structure aspect, Division of organization structure and cohesiveness of organization structure are core pattern.3, reverse innovation of trading governance fall into marketing expanding, globalization and brand localization International 4, under three dimensions of business model, each dimension of changing can influence with others dimensions, it is a collaborative process.
40
Liu, Chih-Yung, and 劉智湧. "Impact of Business Model Change on HTC Enterprise Value." Thesis, 2009. http://ndltd.ncl.edu.tw/handle/20669341596407104470.
Full textAbstract:
碩士國立交通大學
管理學院碩士在職專班科技管理組
97
HTC attempted to improve business profitability and management achievements by changing business model and decided to adapt own brand name to market. Its enterprise strategy is not only contemporary significant to raise enterprise value and competition but also a crucial reference index for smartphone device industry. Based on Ohlson (1995) enterprise value appraisal model, this research aims to analyze how changing business model impacts on enterprise value, while HTC changed from an ODM (Original Design Manufacturer) to an entity that carries its own brand name. The research, moreover, discusses the critical driving factors in enterprise value enhancement after business model change. Critical driving factors in this research were divided into five categories: profitability, business management, R&D innovation, customer market, and quality management. Research data was based on HTC published finance reports, and mainly adopted from database of TEJ, 1999-2008 quarterly finance information. The conclusions of this research are elaborated in the following: 1. The business model change of HTC has the positive influence on enterprise's profit ability. 2. In accordance to the own brand name business, HTC has remarkable promotion on account receivable and inventory management. 3. HTC highly devotes itself on R&D innovation and quality control to strengthen enterprise competitive advantages after its business model change. 4. After changing the smart-phone business model, HTC successfully cuts into the market and empowers its own enterprise value. 5. The change of HTC business model practically has great positive influence on enterprise value.
41
Ou, Guan-Liang, and 歐冠良. "A Case Study on Business Model of Social Enterprise." Thesis, 2011. http://ndltd.ncl.edu.tw/handle/92070078825203805583.
Full textAbstract:
碩士大葉大學
企業管理學系碩士班
99
In recent years, because of dramatic changes in the environment, non-profit organizations face a lot of difficulties, and therefore this issue 「social enterprise」 growing fermentation. Social enterprise is a new type of organization to combination of 「social values」and 「enterprise performance」, this type of organization for non-profit organization is a good way to face the harsh environment. But social enterprises try to reach the organization of in addition to the idea, he also must face the test of the market, so the business model can help organizations to understand their own core competencies and mode of operation. This study of social enterprises and business models to explore in greater depth at the same time, and continue Yang Ming Yin et al (2009) constructed the business model, the use of case studies on social business case companies explore in more depth and analysis, and propositions to put forward social enterprise business model.
42
LIN, FANG-RU, and 林舫如. "A Case Study On Business Model Of Social Enterprise - Hellocorner." Thesis, 2016. http://ndltd.ncl.edu.tw/handle/ta62g2.
Full textAbstract:
碩士靜宜大學
企業管理學系
104
In recent years, because of dramatic changes in the environment, non-profit organizations face a lot of difficulties, and therefore this issue 「social enterprise」 growing fermentation. Social Enterprise UK have three social mission: Are businesses that aim to generate their income by selling goods and services, rather than through grants and donations. Are set up to specifically make a difference. Reinvest the profits they make in their social mission. Social enterprises are business for social purpose. What’s the situation in Taiwan if we implement the reinvest the profits they make in their social mission? This study of social enterprises and business models to explore in greater depth at the same time, and continue Yang Ming Yin et al (2009) constructed the business model, the use of case studies on social business case companies in England explore in more depth and analysis.
43
Pan, Bo-Jia, and 潘柏嘉. "Exploring the key success factors of social enterprise business model." Thesis, 2017. http://ndltd.ncl.edu.tw/handle/s782au.
Full textAbstract:
碩士國立高雄第一科技大學
運籌管理系企業管理碩士班
105
To survive in a highly competitive market, non-profit organizations have gradually begun to adopt operational concepts from general business practices and develop their own core business models. This change, coupled with a general increase in social responsibility, has led to the emergence of social enterprises. To ensure their stable operation, social enterprises must develop a business model to cope with the challenges created by other organizations and enterprises present in the market. Considering past research, the aim of this study is to construct an initial business model for social enterprises. A pre-test questionnaire was utilized to further modify and improve the constructed business model. A formal questionnaire was then designed, based on the revised model, to collect feedback from experts in corresponding industries. The analysis results show that the key success factors that deserve consideration from social enterprises included (ranked according to the weighted measure of importance) value proposition (0.307), enterprise’s operational capacity (0.214), social contribution (0.155), sustainability (0.123), profit target (0.111), and value network (0.09). The top five indicators to measure the effectiveness of the business model included (ranked by weighted measure of importance) a clearly defined social mission (0.151), a social mission that is clearly understood and well-accepted by all stakeholders (0.096), the ability to analyze and understand social needs (0.081), the ability to effectively resolve and alleviate social problems (0.076), and the market acceptance level of the products or services (0.073). Notably, the five indicators of effectiveness are all related to the top three key factors for success.
44
Yang, Zhi-Hao, and 楊智皓. "Investigation of Micro-Enterprise Business Model Planning via Service Design." Thesis, 2016. http://ndltd.ncl.edu.tw/handle/53099895782245736955.
Full textAbstract:
碩士國立雲林科技大學
創意生活設計系
104
The word “design” has been taken care a lot by enterprises in Taiwan. However, due to experts of designing have oversupplied, led to the unfavorable of employment market. Thanks to the technology and Internet, launching a business was not a dream. A lot of fresh men of designing began from SOHO studio, and then step by step became the real startups. However, under the situation of lacking of sources, in the beginning, start a business was difficult. How to supervisor myself and create a designing system that be able to meet customers’ requirements were the most important issue for entrepreneurs. This research was created for service design, and deeply monitor the gaps of startup plans and designing process. Therefore, developing motivated “service” through this new pattern of thinking, and build the “business mode” that fit the operation in companies. This research took 3 groups that took design as the centerpiece of their operation cases as the sample. 3 groups have accepted design services as client samples, and put all advises from interviews with open-coding pattern in order to aggregate the data. Investigating the conditions that startups need from literatures and the experiences of designing. In addition, finding the gaps of designing programs through the blue prints of service design and positive and negative suggestions from clients to get the solution from the data. According to the result of this research found motivated and positive attitude was the basic mental quality for micro-startups in Taiwan. In terms of investment, having the imprest cash would efficiently improve startups’ professional development during prime time. In terms of skill, it must improve its professional skills in order to get positive value from clients. In terms of communication, it should express the precise information to clients by the development of communication skills. Moreover, from clients’ suggestions for design projects we found out that “the way of communication and attitude”, “respect clients’ advises” and “time” were the key points would decide whether to get good feedback or bad feedback from clients. For these points, service design should take users’ comments as core value to create the biggest profit. Using institutional and transparent way to plan the design process, and it would increase the speed of projects conducting. Visualizing the design process would beneficial for clients to image the appearance of the completed items, and collect technical process from every professional area in validity period to achieve the goal. This research was based on concept of service design used for discussing the business pattern of micro entrepreneur. If people follow suggestions above, they will have more chances to create good systems for clients.
45
Wu, Su Lien, and 吳素蓮. "Enterprise Value AssessmentCompany Employ both OEM and OBM Business Model." Thesis, 2013. http://ndltd.ncl.edu.tw/handle/64180741268098763351.
Full textAbstract:
碩士東海大學
財務金融學系碩士在職專班
101
Globe Union (hereinafter referred to as "GU") was established in 1979 in Taiwan. Before entering into plumbing fixtures and fittings business, it’s a trader of miscellaneous building materials. GU conducted its own producing facility in 1983 and became the largest plumbing fittings ODM supplier in the North American market in the early 21st century. From 1999 to 2007, GU engaged in eight M&A activities and extended its investment in China production in order to acquire and develop its strong competency in manufacturing, sales & marketing and logistic network. Now, GU is a world-wide designer, manufacturer and distributor of kitchen brassware, bathroom brassware, sanitary ware and accessories. Its turnover has decupled in 10 years till 2011, which comprised of 64% ODM and 36% OBM sales. This thesis is a corporate case study that reviews GU from strategic and financial viewpoints and assesses its enterprise fair value by the DCF (discounted cash flow) model. To investigate the correlation between GU’s business strategies and enterprise value, this study divides GU global sales into 4 individual profit & loss centers (also called subsidiary business unit, SBU) – NA Private Label, NA Branded, European, and East Asian business units. EU and Asian SBUs’ primary businesses are distribution and franchise. They offer GU’s own brand products and operate as sales agency for some high-end foreign kitchen cabinet and furniture brands. We analyze their historic operation performance between 2003 and 2011 in order to determine each SBU’s target financial ratios and parameters applied to forecast GU corporate sales and earnings, and to further develop its future balance sheet and cash flow status. This study creates 3 scenarios – optimum, neutral and worse sales forecast according to the parameters set for the 4 SBUs in each scenario. With the macro and micro environmental analysis, the outcome of the DCF valuation and sensitivity test, this study propose the following 5 elements as the key value drivers for GU’s future business – GP, OP, ROA, Sales and WACC. Each takes different weight in affecting GU’s enterprise values and the 4 SBUs’ earnings and serves as the key indicator to monitor and appraise the performance for various business strategies this study propose to GU’s decision makers.
46
Ya-Chu, Yang, and 楊雅筑. "Researching of the business model of taxi from the perspective of social enterprise business." Thesis, 2010. http://ndltd.ncl.edu.tw/handle/49490923228246528161.
Full textAbstract:
碩士輔仁大學
管理學研究所
98
Under the situation that long working hours and the reward of most taxi drivers are not direct proportional, many social problems occur accordingly; with such vicious cycle caused taxi drivers become the bottom level of the society with helpless. In recent years, there are many cases that global enterprises use innovative business models to help disadvantaged groups to get rid of poverty; similarly, the topic that using same kinds of business models by Taxi Company to improve the lives of taxi drivers becomes very significant. Global enterprises through secondary data to collect and analyze enterprise management, in this paper, the selection will be three taxi fleet with superior quality evaluation out of entire Taipei City taxi services in year 2009. By interviewing with fleet operators, team members, by using enterprise business model consideration. In this paper, "innovative business model", "external environment", "marketing ability" and "core competencies and cross-sector cooperation," "relationship dynamic" Team involved in the community as a taxi business to judge the extent of involvement, the results is, A fleet of the highest; followed for the B team, the social enterprise business model involved a minimum of C team. The team which involved in the higher social enterprise business model improves their lives as a starting point, let team members to create better revenue and improve their lives and education. The result of this article also found that consider to economies of scal, a small fleet with limited resources and capacity influencing the development, limited ability to cross-sector coalitions, teams with members of the relevant relationship to related marketing, loyalty to players for the team will opposite to be higher. Fleets that having social enterprise business model intention, through good management practices will enhance the community security, also, drivers through education have positive turnover for their reward.
47
Tsai, Shueh-Hong, and 蔡雪紅. "The Business Strategy Evolution Model of Multinational Enterprise An Example of S Enterprise in Fastener Industry." Thesis, 2005. http://ndltd.ncl.edu.tw/handle/75217201790295055092.
Full textAbstract:
碩士國立高雄第一科技大學
行銷與流通管理所
93
This research has investigated the evolution of S enterprise, a fastener company in Taiwan, since its establishment for almost 20 years. It used Field Research, Evolutional Theory, Dynamic View of Strategy and B-B Processing Model to derive the dynamically evolutional model of business strategy in every period. This research discovered that the business strategy of the case company, S enterprise, presented a continuous revolution and one-way dynamic model in 3 evolutionary periods. This model has 3 periods and bases on the following 3 driving forces: 1) variation, 2) option, 3) retention, to proceed the evolution. Its procedure will be explained as below: 1) The stable orderly period of trading Variation: 1.The fully booked capacity of cooperative manufactures. Option: 1.Establishment of outsourcing system. Retention: 1.Control ability of outsourcing system, 2.Resource complement to satisfy customers’ demand, 3.Extablishment of supply chain. 2) The galloping complicated period of overseas development Variation: 1.Dramatic change of financial market, 2. Anti-dumping accusation on Taiwan’s fasteners. 3.Globalization. Option: 1.Search of overseas low-cost manufacturing base to invest. Retention: 1.Factory set-up in Malaysia, 2.Use of global resource on the production cycle of supply chain to raise competition. 3) New Stable Orderly Period of Strategic Transformation Variation: 1.External pressure to enhance the transformation of business strategy. 2.Internal adjustment and up-grade to find out future trend. Option: 1.Organizational restructuring, 2.Introducing MIS system, 3. Establishing the innovation ability of Marketing and R&D. Retention: Sustainable competitive advantage: 1. process control ability, 2.quick-response ability, 3.image of brand name This Thesis concluded 7 subjects on Field Research: 1. Through the connection of financial and social relationship network, the corporation has kept a close supply-demand relationship with customers, and exchanged complementary resources to build up a good co-operative relation of production and marketing, and hence, to obtain excess profit. 2. In the fastener industry, the trading companies can control the manufacturing cost structure and obtain excess profit by outsourcing the production. 3. Generally, fastener trading companies have the phenomenon of double “Attractors Factors”, one is the clients, and the other is the manufacturers. By utilizing financial and social motives, they cooperate with the manufacturers to strengthen the effect of supplier’s factor, and result in a phenomenon of single attractor factor. 4. The fastener business owners changed their logic of management model from centralization to decentralization due to internationalization. 5. the anti-dumping duty had great impact and affect on enterprise to move out. 6. The purpose of moving-out was to retain the strength of cost competition in production of global supply chain. 7. In order to establish an international brand, the fastener company had to develop high-tech and niche products and introduce international e-commerce platform, new production technique as well as its own technique of R&D team to keep the long-term competitive strength in the global market. Above 7 subjects briefly explained the implication of business strategy in fastener industry and made us understand its developing course as well as the evolution of business strategy. Moreover, they concluded the key successful factors of fasteners and the core value of competition, and this can be an example and/or reference of top management in fastener industry.
48
Chen, Wei-Ting, and 陳瑋婷. "The Study on Business Model Development of Social Enterprise in Taiwan." Thesis, 2015. http://ndltd.ncl.edu.tw/handle/00371050540622321636.
Full textAbstract:
碩士國立雲林科技大學
企業管理系
103
The spirit of “Social Enterprise” is solving social problems by the power of business and the business management. The development of Social Enterprise is booming in recent years. No matter it assists the disadvantaged minority, improving livelihoods of small farmers, concerning about fair trade, community economic revitalization, environmental protection or the development of children education, which has significant development. This study focused on 80 social enterprises, using secondary data collection and document analysis to divide social enterprises into Non-profit and For-profit organizations. Furthermore, based on the social purpose of enterprise, the study classified non-profit organizations of social enterprises into “affirmative business”, “local community development organization”, “social enterprises providing social services and products” and “social cooperatives”. And it also classified for-profit organizations of social enterprises into “providing assistance for vulnerable employment”, “promoting local community development.”, “venture philanthropy” , “fair trade”, “new forms of agriculture” , “medical services”, “environmental protection” , “education and culture” and “social entrepreneurship”. And then it analyzed the differences among different social enterprises applying business model. The results showed that non-profit organizations of social enterprises lack of innovation in product or service because there are some funding from government grants or donations. Also it needed to face operational restructure during the business transformation. Therefore, it faced many challenges when it developed into social enterprise. For-profit organization of social enterprise was more diversified than non-profit organization of social enterprise. Social entrepreneur was so young that it lacked of experience. And it faced funding problems in the beginning of the business. The study showed that the difference meanings between local community development organization and promoting local community development. In addition, the industry from traditional enterprise would compare with the industry of social enterprise. Although similar type of social enterprise has same business model, it would be effected by historical background, organizational culture, products or services, type of organization, policy, marketing management and other factors. And then it would be developed into special type of business model.
49
Peng, Hui-Yu, and 彭蕙妤. "Indicator Weight of Social Enterprise Business Model Utilizing Analytical Hierarchy Process." Thesis, 2018. http://ndltd.ncl.edu.tw/handle/6p8jvr.
Full textAbstract:
碩士國立中央大學
客家政治經濟研究所
106
In recent years, Social enterprise applying business techniques to achieve the concept of social welfare and social value has become the important study issue and in great demand. Unlike most enterprises built upon market needs and profits, social enterprise emphasizes on solving social problems by means of business activities, and on the value of the triple button line which is society, economy, and ecosystem. Therefore, Social enterprise needs an appropriate business model so that they can maintain good business performances while creating social values. This study uses Analytical Hierarchy Process (AHP) to explore social enterprises in Taiwan caring and emphasizing the indicator in their business models, and evaluate the weight and priority of each indicator to conclude core indicators. Besides, this study uses in-depth interview to realize the operation situations and observations of social enterprises in Taiwan. This study aims to provide reference not only for existing social enterprises and social enterprise initiatives to run their business, but also for the government and scholars.
50
Hsieh, Chao-ching, and 謝朝慶. "Business Model Innovation and the Enterprise Value Analysis:The Case of 85℃." Thesis, 2011. http://ndltd.ncl.edu.tw/handle/68395448944810551652.
Full textAbstract:
碩士國立中央大學
財務金融學系碩士在職專班
99
With the economic development, urbanization and westernization, the life style of people in Taiwan has changed. Coffee sonsumtion has gradually become part of the life of Taiwan people. Due to the low entry barrier ofrunning a coffee shop, the competition in the coffee industry is very intense. Since its startup in 2004, 85℃ has opened a hundred shops per year. Within 6 years, 85℃ has opened 500 shops in Taiwan, Australia, America, and China. 85℃ has become a well-known brand name of a chain coffee shop in the greater China area. 85℃ listed its stock on Taiwan Stock Exchange on Novvember 22, 2010. The IPO price was set at NT$168, which is the champion of the tourism industry stock, comparable to those of high tech stocks. On the day of floating, 85℃ has caused a mania in the public. The stock price closed at NT$400. The price has remained in the range of NT$221-379. The high stock price performance of 85℃ showed that investors were quite confident in its profitability prospect. It is worthy to investigate the outstanding performance of 85℃. The purpose of this study is to explore the business model 85℃ and its key successful factors. It adopts a case study method to investigate its business strategy and value creation. First, this study applies the five forces framework to identify opportunities and threats in the industry. Second, it uses the business model framework to examine the strengths and weaknesses of 85℃. Third, it utilizes the SWOT analysis to derive its business strategy. Finally, it uses the DCF model to analyze the strategic value of 85℃. We find that the key successful factors for 85℃ are that it can capture the market opportunity and apply new business model to the mainland market, and that it has clear segmentation and customer service orientation. Base on the assumption that the cost structure remains the same, the stock price of 85℃ is determined by its growth rate of revenues. The major risks of 85℃ come from competitors imitation and low price competition in China.