Building business models for sustainable fashion : a case study of Norwegian fashion companies focusing on local value chains and locally sourced wool

In order to evaluate the transferability of models, we compared models built on the native and invaded ranges in a pairwise fashion, using the Schoener’s D

Table 11.1The fashion companies’ business models Value creationValue delivery Value capture Company 1 • Offers durable wool products, mainly outerwear • Offers

Department stores are the most used way of buying designer clothes, 40% of women purchase high-end designer clothes through this means.. 39% make their purchases in

The difference between the ranges can be explained by the differences in both soil (such as pH and organic content) and grass type. The difference could also be attributed to

All levels in the military hierarchy have been part of this process: The Defence Staff at strategic level, the national joint headquarters ( NJHQ ) at operational level, and

The findings show that Company D both established new strategic partnerships and developed existing with new activities when innovating to a circular business

In compliance with both the Fashion- and the Management Perspective, the research revealed that large shares of companies across all sectors are establishing core value

elements of a business model is affected by a firm's value configuration depending on whether the firm is a value chain, value shop, or value network?. Third, we link business