Business model alignment of small and medium enterprises during crisis : A single case study of a Swedish lifting equipment manufacturing company

To explore critical aspects and analyse factors in the alignment of a business model during thecrisis is the purpose of this study. This study considers only the perspective of small andmedium enterprises on barriers and facilitators of the crisis moment to align with the existingbusiness model. By understanding these factors analysis and its abductive theory approachcan benefit other small and medium enterprises to be sustainable in the present and futurecrises from the critical aspects of this thesis research. It utilizes existing theories todemonstrate a theoretical framework by four factors analysis with the business modelelements, which was created and subsequently tested through a qualitative research strategy.The research design included three different steps of analysis before and during crisissituations. The primary data comprised interviews with a leadership position and topmanagement at each department relevant to the research area from the company as a singlecase study. The locations for the case study selection were based in Halmstad, Sweden. The results of the analysis imply that a number of dimensional changes happened during thecrisis in the case study company. Among these variations, the existing business model takes adifferent way to find out a new arena of opportunity. To sum up, the final frameworkillustrates more on changes factors, the reason of changes, challenges, and facilitators arecoming out, which is definitely the latent innovation in the crisis moment. According to these findings, practical and theoretical implications are presented and examinedin this research paper. The critical implications are that the case company as a category ofsmall and medium enterprise sustained by their acceptance in changes factors like a newcustomer, assortment, product alignment, and new demand creation by a different marketingapproach are really driving the whole potential barriers, no matter in logistics, support,functional layout, and resource allocation, etc. the facilitators of the driven-changes found theway out by crisis risk planning, establishing systems for resource planning and awareness inextensive picture leadership. Additionally, they drive for the new opportunity and areoptimistic in their value proposition and objectives of the company. I also admire that howimportant it is to make the situation calm and result-driven in a crisis situation that everybodyin the company communicates, takes the decision, and expresses the same language when needed.