Slides I used when introducing my self to my new colleagues at the research institute Viktoria Swedish ICT AB.

1. MARCUS
LINDER
2014-05-21
1. Ancient history
2. Recent history – my thesis
3. Future – circular business models
4. Self measurement
5. Special interests

2. www.viktoria.se
TODAY
1. Ancient history
2. Recent history – my thesis
3. Future – circular business models
4. Self measurement
5. Special interests

3. www.viktoria.se
1. ANCIENT HISTORY
”Självstudiegruppen”

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1. ANCIENT HISTORY:
”Management &
Economics of Innovation”
”Business Innovation Project”

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TODAY
1. Ancient history
2. Recent history – my thesis
3. Future – circular business models
4. Self measurement
5. Special interests

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2. RECENT HISTORY

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CAPTURING VALUE FROM
GREEN OFFERS

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A REFLECTION…

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5 PAPERS – 5 POINTS
1. Conceptual: I.J.Innovation and Sust.Dev.
1. Williamson’s institutional framework suggests four basic
approaches to capturing green surplus value
2. Case study: Scandinavian Journal of Management
1. A corporate sustainability vision may facilitate product
innovation
3. Statistics: Business Strategy and the Environment
1. Profitability of small Swedish environmental technology firms is
low
4. Statistics (survey):
1. Environmental technology leading to low TCO seems to be the
safest bet
5. Longitudinal, intervention research:
1. Circular business models rely on hypotheses that are difficult
to proactively evaluate

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METHODS I USE
• Qualitative case studies
• Yin, Eisenhart, Glaser and Strauss
• Some statistics
• Common types of hypothesis testing, traditional
regression models, nearest neighbour matching,
quasi-experimental designs
• Potentially: SEM, Conjoint Analysis
• Surveys, simple survey style experiments
• Action/interventionist research
• Learning right now…

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THEORY/LITTERATURE I USE
• Thesis contributes to
• Business case for sustainability (e.g. Orlitzky)
• Corporate environmental strategy (e.g. Hart, Hoffman)
• Product-service systems (e.g. Tukker, Mont)
• Background (teaching, framing etc)
• Problem-solving perspective of the firm (e.g. Nickerson,
Hsieh)
• Entrepreneurship (e.g. Sarasvathy, Blank)
• Innovation management (e.g. Tidd, Christensen)
• Strategic management (e.g. Porter, Barney)
• Institutions and social dilemmas (e.g. Ostrom)
• Evolutionary economics (e.g. Nelson & Winter)

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SOME PRACTICAL TOOLS I AM
FAMILIAR WITH
• Entrepreneurial learning (Lean startup, customer
development)
• Business model design (Osterwalder etc)
• Crossing the chasm, Diffusion of innovation
• Marketing positioning (segmentation,
differentiation, positioning)
• Essential strategic management stuff (SWOT, 5-
forces, core competences, cash flow projections
etc.)

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TODAY
1. Ancient history
2. Recent history – my thesis
3. Future – circular business models
4. Self measurement
5. Special interests

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3. CIRCULAR BUSINESS
MODELS

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3. BUSINESS MODEL
• Business model:
• ”The conceptual logic of how a firm creates and captures
economic value.”
• Elements
• Value network approach (Amit & Zott):
• Actors’ value creation and incentives
• Canvas approach (Osterwalder + trillion others):
• Bullet list: customer relations, value proposition, cost structure
et cetera.
• Ontological status:
• (Un)educated guesses about technology and other people’s
abilities and motivations.

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3. CIRCULAR BUSINESS MODEL
• Business model in which value creation is based
on closed loop material flows.
• ”Conceptual logic of how a firm creates value –
by utilizing retained value in used products –
and captures that value.”

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CIRCULAR BUSINESS MODELS

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SOME SPECIAL INTERESTS
• Business model design to ensure cheap return flows
• Competition for return flows
• Risk management in (circular) business model design
• Taking over customers’ operations (drivers, barriers)
• Shifting from transactional sales to retained ownership
(drivers, barriers)
• Customer demand for recirculated products
• Methods for assessing customer demand beforehand
• Estimating degree of circularity of a business model
• Any covariates with (a shift towards) circular business
models

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PROJECTS
• Current:
• Helping Volvo CE and VCC accessories
become solution providers
• Pipeline:
• Identify and estimate determinants of
consumer demand for retreated tires
• Help vehicle manufacturers design products
for reduced market and technical risk in
circular business models

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TODAY
1. Ancient history
2. Recent history – my thesis
3. Future – circular business models
4. Self measurement
5. Special interests

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4. PRODUCTIVITY
• ”Feeling of …”
• 1 – 3
• Compared to other
”feeling of…”

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Productivity ≈
.2 * Happiness
+ .2 * Coffee
Productivity [0..2]
Happiness [1..5]
Coffee [0..8]
Other reasonable
predictors:
Stress, Weather

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TODAY
1. Ancient history
2. Recent history – my thesis
3. Future – circular business models
4. Self measurement
5. Special interests

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HOBBIES

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FAMILY 

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CONTACT
• Marcus.linder@viktoria.se
• https://www.viktoria.se/people/marcus-linder
• http://marcuslinder.com