Ordet affärsmodell används allt oftare för att beskriva hur ett företags verksamhet hänger ihop. Allt fler vill dessutom skapa affärsmodeller som är socialt och miljömässigt hållbara - inte bara ekonomiskt lönsamma. Den här boken analyserar det världsledande skoföretaget Icebug, som formulerat ett ambitiöst övergripande mål: ”to be a changemaker for a society where people can thrive on a planet in balance”. Detta mål är integrerat i både ägardirektiv och bolagsordning och påverkar utformningen av hela affärsmodellen. Baserat på teorier om affärsmodeller, triple bottom line, ägare, strategi och styrning - samt djup kunskap om Icebugs arbete - presenterar vi modeller och metoder som hjälper dig att analysera, förstå och utveckla en hållbar affärsmodell.

• Många ägare har högre ambitioner än att bara skapa avkastning på det egna kapitalet

• En hållbar affärsmodell beskriver företagets ekonomiska, miljömässiga och sociala prioriteringar. Den är beroende av långsiktiga relationer med externa partners och underleverantörer

• Verksamhetsstyrningen skapar dialoger om målen och om hur det går. Den bidrar till att förverkliga affärsmodellen

• Styrningen utövas på flera arenor: struktur, procedur och kultur

• Medarbetarna bidrar med idéer om hur affärsmodellen kan utvecklas.

Scope 3 decarbonisation requires more than corporate sustainability ambitions, reporting systems, or cleaner technologies. It also depends on the contractual and economic mechanisms through which supply-chain activities are governed. This paper examines price models as such mechanisms and investigates whether, and how, corporate Scope 3 ambitions are translated into the purchasing and contracting of timber transportation in the Swedish forest industry. Drawing on the Price Model Equaliser, the study analyses how the dominant price model structures value sharing, incentives, risks, and responsibilities between forest companies and external hauliers. Empirical data were collected through 39 semi-structured and in-depth interviews with 26 interviewees, complemented by archival material, annual reports, and participation in industry conferences. The findings reveal a clear disconnect: large forest companies articulate Scope 3 ambitions in public sustainability communication, but these ambitions are largely absent from the standardised price model used to purchase timber transportation. The current model rewards tonnes, distance, and short-term flexibility, while reinforcing cost pressure rather than incentivising lower emissions. The paper contributes to cleaner production research by showing that Scope 3 decarbonisation depends on price models that make lower-emission practices economically actionable. It contributes to sustainable supply-chain governance by conceptualising price models as micro-level contractual governance mechanisms, and to sustainable business model research by specifying the price model as a missing link between sustainability-oriented business model claims and the concrete contractual arrangements that shape behaviour in activity systems.

This book provides a concrete guide on how to execute strategic pricing to excel in an increasingly dynamic and digitised business environment, while developing and deepening relations with contract partners. The secret lies in crafting innovative price models that reward joint value creation in accordance with the business model, rather than engaging in confrontative zero-sum pricing reasoning.

Strategic and Innovative Pricing: Price Models for a Digital Economy provides hands-on tools that are applied on three interconnected levels of analysis. It illustrates how to explore the business ecology to understand its dynamics and how digitisation enables it to prosper and demonstrates how to construct a viable business model that enables an organisation to navigate in its vibrant ecology. Finally, and most importantly, it shows how to use innovative price models to realize and monetise the business model and its value offering, making the organisation and its partnerships sustainable.

Models pertaining to the three levels of analyses are applied in rich case studies and examples from different countries, and the book includes guidelines on how to use them. Special attention is paid to digitisation as an underlying theme, making this book of interest to researchers, academics, and students in the fields of strategic management and technology & innovation management.

Strategic management control differs from traditional management control in several important respects. First, it supports both strategy formulation and strategy implementation. Second, it is to a large extent based on non-financial information. Third, it deals with both the long and short term and supports not only tactical, but also strategic and operational decision-making. Fourth, and perhaps most importantly, strategic management control is designed for, and adapted to, each organisations unique strategies. In this context, the book emphasises the importance of dialogues. The authors argue that it is unwise to assume that decisions taken at the top of the organisation will automatically be executed and obeyed throughout the organisation. Instead, they highlight the importance of dialogue and collaboration, both between hierarchical levels within the organisation and between actors in the network. Such communication is essential to making management control processes both strategic and successful. The book follows a clear structure, from the design of strategies to the everyday evaluation and discussion of performance and results. Though primarily intended for professionals working in strategy and management control at organisations, it will also benefit students and academics interested in strategy and management control.

Wicked problems abound, especially those connected with Grand Challenges. Striving for sustainability, in the UN Sustainable Development Goals sense, is definitely one such category. This study explores how the ideas of strategy maps and balanced scorecards can be used to help structure the dialogue in sustainability-oriented ventures. The case explored is an emerging strategic partnership between a Western equipment manufacturer and a Southeast Asian Power Producer. The study shows how the traditional strategy map and balanced scorecard structure can be adapted to incorporate not just economic, but also social and environmental sustainability aspects. The study also illustrates the complexity of concretising sustainability aims in general, and especially in a strategic partnership setting.