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Numerous authors have developed a list of tactics and analyticaltechniques to discover new business or new business models (Markides2008)(Johnson 2008). The Blue Ocean strategy (Kim & Mauborgne 2005)have been one of these - probably one of the most important analyticaltechniques related to the area of innovation and new business model (BM)innovation since 2005. Today many consultancies and managersresponsible for innovation use the Blue Ocean framework as one of theirtop 5 innovation tools.Wanting to accentuate the importance of analyzing the strategy canvascarefully, when generating new business models - it is important tounderstand the very foundation and construction of the strategy canvas -namely value.This paper addresses the question on How is value defined, measured andfrom which viewed in the Blue Ocean theory and framework. How is valuedefined and used by companies using the Blue Ocean strategy canvasframework? Moreover, when addressing this, what are the pitfalls relatedto these definitions of value and use of the strategy canvas. What is theimplications of the strategy canvas in the process of developing a new BMon the basis of a Blue Ocean Strategy?

The purpose of the essay is to give a picture of the contents and character of The Vehicle Programme at Tanum’s upper secondary school. Do the students, who have graduated, understand that they have got a vocationally-oriented training? The other questions the essay will try to answer are: What different kinds of knowledge does The Vehicle Programme at Tanum’s upper secondary school offer its students? Is it possible to find all the different kinds of knowledge which are mentioned in Arfwedsson and Arfwedsson’s book Didaktik för lärare and what is the essence of The Vehicle Programme? The essay will, moreover, try to compare Tanum’s upper secondary school’s Vehicle Programme with traditional Vehicle Programmes.

Through innovation of products, process and business models targeting the needs of 4 billion poorpeople living at "the base of pyramid" (BoP) (Prahalad & Hart 2002) in developing countries theprivate sector can actively support poverty alleviation and at the same time reach new untouchedmarket. - A market is estimated a value of 5.3 trillion US$ (Hammond, Kramer, Tran, Kratz 2007).A number of researchers has dealt with the BoP - market potential and not least tried to understandhow to penetrate this apparent blue ocean. Two distinct lines of thought when targeting BoP marketsin developing countries seems to show up in the literature:The technological line - exemplified by the - exemplified by the Life Straw business model - a high tech "straw" consisting of 12 chemical filters to purify water - an example of technology driveninnovation to meet the BoP demands for clean water (Kandachar & Halme 2008).The market and customer line - exemplified by soap producers trying to penetrate the BoPline - exemplified by soap producers trying to penetrate the BoP market through product adaptation selling soap in smaller packages (Hart & Christensen2002, Prahalad 2006).Based on the case study on access2innovation (www.access2innovation.com) this paper discuss aupcoming new strategy within the BoP paradigm that lies within a bottom-up driven public-privatecivil- society BoP approach - as network based BoP innovation potentially could open new- as network based BoP innovation potentially could open new possibilities to product and service development to the BoP market.

This paper addresses the importance of relating towards meaningfulness in an innovation process. The empirical data is based upon a research project taking its point of entry in testing and trying to implement the Blue Ocean Strategy with the aim to find new business models together with 12 SMEs in the Northern Region of Denmark. The meaningfulness of a new market and customer group seems to be supported if it reflects already inherent values in the company. Revealing those hidden values through a mutual non-hierarchical process shows to be vital as the first step towards implementation of new knowledge and a new business model.

Purpose - In the field of innovation of business models on behalf of networks of different intellectual capabilities (ICA), the development of Intellectual Capital (IC) are highly in focus. An increased work of innovation in groups, projects and by individuals outside the core of the organization challenge the development of IC: - The IC at the organizational level seems to diminish when innovation gets highly dispersed and is operated outside the core of the organization - The attractiveness of the organization to different ICA, which is one fundament to sustainable and successful innovation, seems to fall when the IC at the organizational core level diminishes The objective of this paper is therefore to understand 1) How the IC at the organizational core level may continue to be developed, when at the same time innovation is taking place in dispersed groups and projects. 2) How to motivate the different ICA´s to bring learning and knowledge back to the core with the purpose to develop IC at the organizational core level.

Syftet är att studera vilken uppfattning en grupp elever och handledare har om den nya lärlingsutbildningen som har startats på försök.Skolverket vill satsa på en lärlingsutbildning. Lärlingsutbildningen innebär att eleverna är på en arbetsplats flera dagar i veckan, oftast 3 och sen läser de kärnämnen inne på skolan resterande tid. Handledare är den person som tar hand om eleven på arbetsplatsen och ser till att kursmålen följs i utbildningen. Metoden vi har använt oss av är intervjuer och enkätfrågor. Vi kom fram till att skolans handledare kände sig lurade både tidsmässigt och ekonomiskt. Många av eleverna tycker inte att utbildningen verkar vara så seriös.

Detta examensarbete undersöker både gamla och nya grafiska tekniker med syfta att skapa realistisk rök med visuellt volymetriska egenskaper för realtidsapplikationer. Målet är att skapa ett system som kan producera realistisk rök som inte är påverkad av de typiska problemen (klippande geometri, flimmrande artefakt) billboards lider av. Den fokuserar på en blandning av billboard- och shader-metoder för att uppnå ett förbättrat visuellt resultat av rök. I slutändan presenteras en egen implementation vilket är baserad på en sammanslagning (av några men inte alla) av de omnämnda metoderna. Validerat; 20101217 (root)

The objective of this paper is to elaborate on the differentiating characteristics between intra-firm and inter-firm innovation projects in the Fuzzy Front-End (FFE) of the innovation process. Focus is on management methods of the collaboration and the CEO-commitment to the project.The main point is the balance between to types of structure, namely: Structure of Content and structure of Process. The right balance of these two kinds of structure will ensure that the focal company benefits from the creative input from the inter-organisational innovation partners and that they stay committed to the innovation project.

Aalborg Universitet, en gruppe virksomheder i Region Nordjylland, forretningsledere og politikere har samarbejdet om at etablere en ny forretningsmodel, som kan skabe en ny innovationsplatform for den nordjyske byggeindustri i et forsøg på at revitalisere byggeindustriens muligheder. Artiklen beskriver tankerne, visionerne og perspektiverne i forhold til at realisere Smart House-konceptet i Region Nordjylland. Smart House-tankerne er baseret på at bygge smarte huse og smarte byggekomponenter til fremtidens brugere, hvor den nyeste teknologi indenfor byggematerialer kombineres med nye værdier. Formålet med Smart House Nordjylland er at flytte byggeindustriens og forskernes fokus fra en indbyrdes konkurrence lokalt til et udviklende innovationssamarbejde, som sigter mod det globale marked. På denne måde kan regionen skabe et udstillingsvindue indenfor fremtidens byggeri gennem en interaktion mellem industri og forskning og således udnytte dette såvel kommercielt som forskningsmæssigt.

Enterprises in the Danish household sector stand at the forefront of a new market reality. New product systems, new regulations and new partner relationships point to a transition towards innovating for a business model - a business model that is green. In this transition, a great deal of innovation opportunities lie open for those enterprises ready to fill identified gaps through developing their own green business models within the new market reality of low-carbon. In 2006, the household sector was the second largest consumer of final energy consumption after the transportation sector . At the global level in the mid-1990s, the household energy use was second-placed at 22% behind industrial energy use (Parker, Rowlands, and Scott, 2003) and at the EU level, the households, services and other energy sources sector in 2004 was 15.5% after the energy industries and transport sector . With such a huge share of the energy consumption pattern, the household sector provides opportunities to focus on low-carbon business models that provide energy-effective and -efficient solutions not only to the enterprise but equally important, to the customer's business model - their home. The aim of this paper is to understand what is meant by a green business model and green business model innovation and how does it relate to SMEs in the Danish Household Sector. As the low-carbon debate and discussion is ushering in an emerging market, a key finding is that enterprises lack the know-how and -what, to innovate and incorporate into a business model that is green; the new market reality to stay competitive via innovating green business models. Understanding what green business model innovation is, could be a useful dimension of business model innovation for enterprises in identifying the gaps and realising the solutions. The research and literature in the area of business models is a relatively young phenomenon (Osterwalder, Pigneur & Tucci, 2005; Hamel and Prahalad, 1990; Hamel, 2006), whilst the research on green business models appears scarce. Therefore, this paper will use as a basis, our idea of what is meant by Green Business Model Innovation, and taking into consideration, the Danish context of the Flexplan Case.The paper is based on data captured during a study of innovating green business model practices in small- and medium-sized enterprises from 2006 to 2008 . The unit of analysis used in this study is the individual network partners involved in the Flexplan Consortium Case, and the business model they were trying to innovate. Our research methodology was action research, albeit in an explorative setup. Furthermore, the paper highlights the preliminary results from the Flexplan Case. The Flexplan Case is a network comprised of a number of organisations from the business, government and university sectors. The implication of this study is to further the research in the area of business models regarding green innovation. In addition, to highlight to both the business community and the government sector or policymakers how sustainable houses have changed the network organisations' business model and those of other stakeholders; in particular the Councils.

The survivability of small- and medium-sized enterprises (SMEs) has been debated heavily for past decades. Several growth theories have been introduced and have been doing well in guiding SMEs towards achieving their goals, until now. Globalization has rendered these theories moot, as they lack to reflect upon today's developments in innovation. For this, we propose SMEs to "lead" innovation, i.e. innovation leadership, in order to succeed in today's volatile business environment. Innovation leadership is a strategic way of thinking and practice innovation that is applicable to all organizations, but especially in SMEs. This is because SMEs are flexible, lightly-structured and thus can adapt to the requirements of the innovation leadership model. Unfortunately SMEs also lack multiple resources that are needed in order to lead innovation. This paper discusses the potential of innovation leadership in SMEs, and how SMEs can persevere despite their small size.

Innovation leadership has traditionally been focused on leading the companies' product development fast, cost effectively and with an optimal performance driven by technological inventions or by customers´ needs. To improve the efficiency of the product development process focus has been on different types of organisational setup to the product development model and process. The globalization and enhanced competitive markets are however changing the innovation game and the challenge to innovation leadership Excellent product development innovation and leadership seems not any longer to enough to handle shorter and faster product life cycles. Continuously changing customer needs are pushing companies' competence of continuous innovation to a maximum - but still this seems not to be enough to stay competitive on the global market and reach the goals of growth. This article therefore suggests another outlook to future innovation leadership - Customer Innovation Process Leadership - CIP-leadership. CIP-leadership moves the company's innovation process closer to the customer innovation process and discusses how companies can be involved and innovate in customers' future needs and lead their innovation process. The customer innovation process and CIP-leadership are examined in 5 European case companies. The articles stress the necessity to have companies' innovation focus come closer to the customer and the customer innovation process. A key finding is the relative importance of placing the company central in the customer's innovation process. Another interesting finding is the impact of different styles of customer innovation process leadership related to the final outcome of the company's innovation initiative.

Modern societies are increasingly dependent on entrepreneurship and innovation to develop their competitiveness and wealth. The agenda of today is ‘Innovate or evaporate' where innovation, entrepreneurship and the development of new business is paramount. All societies are therefore dependent on the survival of entrepreneurs which necessitates a focus on securing the unique capabilities and ideas in the entrepreneurs business in a sustainable manner. Otherwise the society and the entrepreneurs will only stay innovative shortly and the business will be easy to copy and easy to compete against. Whatever academic stance we may have on the psychological characteristics of innovation and entrepreneurship , or the background, experience and attitudes of entrepreneurs . The educational systems have many options for increasing students competences and to improve innovation and entrepreneurial behaviour - but the system often lack options on how to develop the commercialization process and the entrepreneurs to become central in the customer process. Only 1 out of 5 entrepreneurs survive the first year into business. Only 10 % of those who survive reach a level of more than 10 employees. Only 5% reach a turnover of more than 1. million US dollars. Such figures call for this focus, that aims to ensure more sustainable companies and companies with better abilities for growth.The educational systems have met a big challenge today - but has still a long way to go teaching how entrepreneurs improve their survival and develop their innovation into sustainable businesses. With the importance of societies being able to rely on the educational systems abilities to provide students with innovative and entrepreneurial competencies that facilitate and motivate for innovation and more young people to become entrepreneur - the question remains, how can we improve the survival of innovation and entrepreneurs. One of the methods to help us answer this important question is to understand better what keeps entrepreneurs alive on a long term perspective and what creates sustainable innovation. This knowledge can be used to differentiate between the curricula of courses in: innovation and entrepreneurship to develop sustainable new business, new business development and models. Therefore new ways to envisage and develop entrepreneurship courses must be met. We propose a change in focus to innovation and entrepreneurial education - from product innovation to customer process innovation - this focus seems to be more obvious related to long term survival of innovation and entrepreneurs. The paper presents a theoretical innovation framework based on understanding the difference between creating a business and developing sustainable business with specific focus on the customer process. The framework is used to illustrate a new focus in innovation and entrepreneurship related to to-days innovation and entrepreneurship courses. The understanding of keeping close to customer groups can be also be applied by existing companies that wish sustainable customer relationships and growth.

Modern societies are increasingly dependent on entrepreneurship and innovation to develop their competitiveness and wealth. In the agenda for today's development of the competence of innovation and entrepreneurship is paramount and this is also one major objective for the educational sector. The noticeable outset is however, that the vast majority of entrepreneurship and innovation education has its focus on business plans and the establishment of new companies - spotting the window of opportunity. We contest that the creating of sustainable innovation and entrepreneurship - or a sustainable business to the entrepreneur should be given greater focus. The educational system must secure unique sustainable capabilities and ideas in the entrepreneurs business otherwise the society and the entrepreneurs will only stay shortly in business (Knudsen & Lindgren, 2004). However, there is relative little in the literature on the sustainable innovation and entrepreneurship. The question being, how can entrepreneurs articulate and embed innovation and entrepreneurship into sustainable businesses accompanying customers innovation process and become leaders of the customers innovation process - sustaining the window of opportunity.This paper reports on a case study of 4 entrepreneurs and their performance of customer process innovation leadership - entrepreneurial companies and their challenge to become sustainable businesses. In particular, it emphasizes the customer innovation process and the entrepreneurs effort to join and become leader of this innovation process. The paper concludes with a definition of customer process innovation leadership and some comments on the success criteria of customer process innovation leadership, transferring this approach to the education of entrepreneurs, and on research issues arising from the new approach.

Peter Lindgren introducerer i sin artikel begrebet ”Product Development Leadership”, som sætter fokus på produktudviklingens strategiske og markedsmæssige rolle. Begrebet omfatter bl.a. virksomhedens evne til at generere eller indfange ideer og udvikle disse via eksisterende eller nye måder at tilfredsstille kundernes behov og dermed skabe værdi for kunden og øge evnen til at være markedsledende og konkurrencedygtig.

I arbetet har vi valt att reda ut och beskriva hur en modern huligan ser ut. När vi under studiebesök hos Supporterpolisen i Stockholm hörde att det ibland uppkommer missförstånd om hur den supporter ser ut som söker slagsmål, så ville vi ta reda på hur denna supporter tänker, klär sig och vad som motiverar honom att slåss. Information har vi hämtat in från tidigare arbeten kring huliganer, egna intervjuer, intervjuer från tidningar samt från Internet. Egen information har vi sedan tidigare då vi båda har ett stort idrottsintresse samt att en av oss bott och levt i Stockholm och indirekt kommit i kontakt med huliganer. Vi har valt att endast ta med supportrar från svenska storstadsregioner, då detta kommer att beröra oss mest i framtiden som polismän. Bland de vetenskapliga teorier som kan passa in på en kategori C-supporters beteende, är det ingen som passar perfekt, men det finns ett flertal teorier som innehåller klargöranden om dessa personer. Det resultat vi kommit fram till visar att dessa så kallade C-supportrar lever för fotbollen och för varandra i väl organiserade grupper. De lever också för att vid matchdagar träffa andra gäng, vilka håller på andra lag, och slåss mot dem i syfte att försvara klubblagets heder. I slagsmålen ges supportrarna sådana adrenalinkickar som de inte kan vara utan, utan söker den igen och igen i slagsmål. I en grupp har personer olika roller, som t.ex. i uppgift att kommunicera med andra grupperingar. Dessa C-supportrar har hämtat inspiration både vad gäller beteende och sin klädstil från engelska huliganer som föregick denna utveckling 20 år sedan.