The development of strategic business designs, a multiple comparison case study in Finnish industry.
Puustinen, Ikla (2003)
Kuvaus
Kokotekstiversiota ei ole saatavissa.
Tiivistelmä
Business design can be seen as an outline of a company's operations towards its customers. It is about strategic management that is based strongly on competitive advantage, business concept uniqueness, and conscious differentiation from competitors and a customer oriented way to operate. The focus of the thesis was research into how Finnish industrial companies had approached business design thinking. The research problem was to examine how strategic business designs could be defined and what specific variables were these defining factors.
The thesis was made as a case study where three Finnish industrial companies; UPM-Kymmene, Kemira and Rautaruukki, were examined. The thesis's theoretical approach was to form ideal business design content by going through all related aspects that concerned strategic business designs`. Based on the literature a theoretical model of business designs content was created. This model operated as a base to which the case companies' strategic models were compared. The empirical part of the study was based on interviews and documented material from case the companies. Interviewed personnel from the case companies were involved in strategy work and business development. The results of the qualitative study indicated that there were a few main business types which case companies had executed. Also differences between case companies' approach to strategy development and competitive advantage were established.
The thesis was made as a case study where three Finnish industrial companies; UPM-Kymmene, Kemira and Rautaruukki, were examined. The thesis's theoretical approach was to form ideal business design content by going through all related aspects that concerned strategic business designs`. Based on the literature a theoretical model of business designs content was created. This model operated as a base to which the case companies' strategic models were compared. The empirical part of the study was based on interviews and documented material from case the companies. Interviewed personnel from the case companies were involved in strategy work and business development. The results of the qualitative study indicated that there were a few main business types which case companies had executed. Also differences between case companies' approach to strategy development and competitive advantage were established.