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Digital Transformation is currently at the core of companies’ strategies for companies to leverage the business potentials of applying digital technologies, like mobile, social networks, IoT, big data and artificial intelligence and machine learning. This is especially true in retail, which is being pressed to adopt the same metrics and practices existent in ecommerce. IoT is a crucial technology for this, since it allows collecting real time information from the physical world. This paper presents a case study of Digital Transformation in a Brazilian wholesaler, which used IoT aiming to improve inventory control and ended up with an information platform that allowed wide improvements of operations, improvements in customer experience and innovation in the business model.

The Internet of Things (IoT) promises a revolution in terms of new services, products and possibilities for innovation in business models. Those possibilities, however, are linked to a competitive and social context in which concerns with data privacy and sustainability must be balanced at the risk of getting negative results and damage to firms' image and reputation. This paper presents a review of the literature that aimed to bring together these concepts (IoT, BMI and privacy/sustainability) and identify how academic research is studying those issues and to identify the main topics and research questions in those studies. We will then present a Brazilian case of Iot Implementation in the context of smart cities and discuss this case considering the topics and questions found in the literature.

New digital business models are disrupting established businesses and creating new ways of doing and understanding business. Consequently, companies are forced to identify new business models to ensure future growth and development, and digital transformation and digital technologies may be the key. Literature reveals clear research gaps in our understanding of how digital transformation impacts business model innovation and in understanding the role of individual digital technologies (e.g. Internet-of-Things, IoT) in developing new business models. Thus, the purpose of this paper is to understand how digital transformation and the application of IoT provide leverage to digital business models (DBM). Drawing on business models and digital transformation as theoretical lenses, we explore how digital transformation and IoT are applied as leverages for DBMs. The study identifies six pathways of how companies use IoT applications and devises in developing DBM. This paper contributes theoretically to digital transformation and business model literature in understanding the influence of IoT and digital transformation on digital business models. Furthermore, the study provides key challenges and implications for managers to consider in successful use of IoT in digital business development.

The overall aim of this chapter is to identify the concept of digital business models (DBMs). The literature review explores extant literature in mapping the DBM concept and identifying established and new frameworks for DBMs, thereby providing a platform for understanding, discussing and developing them in established companies as well as in digital start-ups. The objective of this chapter is to provide answers to the following questions: (1) How do we define the DBM concept and the key drivers and challenges of DBMs? (2) Which business model frameworks and tools can be applied in exploring and leveraging DBMs? (3) What are the benefits and challenges of the frameworks in mapping DBMs?

The aim of this chapter is to identify the concept of sustainable business models (SBMs) bridging from traditional business models (BMs) to sustainable business models (SBMs) while using value creation in exploring the characteristics of SBMs. The literature review of the chapter provides the platform to assess and to map, discuss, and develop the SBM pyramid framework. The SBM pyramid provides a framework and tool for how to identify, understand, develop and evaluate the level of sustainability of BMs and the BM dimensions—theoretically and empirically. A case example is offered to provide an illustration of the concept empirically and to explore the use of the framework in exploration and assessment of the levels of sustainability of the overall BM, the individual BM dimensions and the value proposition, delivery, creation and value capture of a company/business in practice. The three-dimensional framework can be applied by theorists and practitioners in identifying, developing and evaluating the level of sustainability in the value creation, value delivery, and value capture of any existing (sustainable) BM and it's BM dimensions and in designing new SBM innovations.

The business model concept is not new and there has been an increasing number of papers published, fast growing communities on Business model's (BM) and an abundance of conference sessions and panels on the subject of BM's. Business model and business model innovation has been the focus of substantial attention by both academics and practitioners. However, it appears that researchers and practitioners have yet not researched widely on how sensors can be applied and embedded in BM's and what businesses can gain from sensing business models (Lindgren and Taran in J Green Eng 2:1-10, 2011). Society and Businesses today invest tremendous amount of resources in sensors and digitalization to achieve better and deeper understanding of their BMs. Taking these enormous amounts of resources invested into account, when creating a "sensing BM" still turn out to be a very complex venture and has several invention iteration still to go before we reach a full scale "sensing business model". The paper shows different levels and attempt of sensing business models and shows these in reference of a definition and framework of a sensing business model. Five different businesses - working with different sensing BM's and sensor technology - are presented. The use cases show combination of biological and mechanical sensors together with physical and digital sensors. In combination the sensoring BM could lead businesses into a new area of business modeling.

The use of digital technologies such as Internet of Things is central in building new business models. With an increasing amount of real-time and historical data being available across ecosystems, new patterns and algorithms can be identified to create business models of tomorrow. However, existing business model frameworks do not incorporate digital technologies nor take into account how these technologies can be used to generate new business value. Thus, the research aim of this paper is therefore to use existing business model frameworks to build a new business model tool, suitable for designing and mapping Internet of Things business model innovations. Through a literature review and a case example the Business Model Tool for Internet of Things Business Model Innovations is presented and explored in theory and practice.