Modelling e-Business Models
CAISE’2001
Interlaken
Yves Pigneur
HEC Lausanne
yves.pigneur@unil.ch
(+41 21) 692.3416
Université de Lausanne
SYLLABUS | AGENDA | FIN
Agenda
•
Strategy
pages
– Value creation
– differenciation
•
Business model components
> Model
– Product innovation
•
10
Value proposition, target and aptitudes
– Customer relationship
•
22
Feel, serve and protect customer
– Infrastructure & logistics
•
8
48
Logistics, process and alliances
– Finance & revenue
•
Measure
•
Simulation
– scenarios for uncertainty
© 2001 Pigneur, HEC Lausanne
67
> Measure
77
> Scenario
91
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General context
[Bloch, 1999]
technology
allows
Electronic commerce
... improve
Levier to change
Customer
Relationship
Strategy
Product
Innovation
reduce
logistics
infrastructures
Allows
Finance
Revenue
impact
create
Business models
Brand
Promotion
Customer service
Costs
Diffusion time
Learning
New products
New channels
New businesses
IT strategy
impact
infrastructure
standard
Industry
Intermediary
integration
Community
© 2001 Pigneur, HEC Lausanne
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Models and ontologies
• The Enterprise Ontology
> html
– Collection of business terms and definitions
(activities, organization, strategy, marketing, time …)
• Toronto Virtual Enterprise Ontology (TOVE)
• Ontology Interchange Language (OIL)
– Primitives for modelling (frame & logic) and automatic reasoning (consistency)
Still to conceive for (e-) business models
© 2001 Pigneur, HEC Lausanne
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Transaction phases
The information systems have to support:
Buyer
Consume
Query
information
influence
Negotiate
BUY
goods
Find
customer
Negotiate
payment
Promote
product
Find
source
information
information
Identify
product
SELL
Serve
Answer
payment
logistics
seller
catalog
© 2001 Pigneur, HEC Lausanne
order
After-sale
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«How the Internet influences industry structure»
[Porter, 2001]
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Strategic positioning
[Porter, 2001]
STRATEGY
« ABSENCE OF STRATEGY »
Profit
Revenue, market share
customer acquisition
Value & direct revenue (higher price)
Indirect revenue (advertising)
Priority and focus
All opportunities
Differentiated value chain
Imitation and reproduction (cloning)
Control of internal resources
Partnerships
Differentiation
Price wars
1.
2.
3.
4.
5.
6.
Correct goal
Attractive value proposition
Differentiated value chain
Priorities
Integration (coordination)
Continuity (of direction)
© 2001 Pigneur, HEC Lausanne
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Business model
WHO?
How to manage
relationships with
customers, satisfy
them and generate
revenues to be on the
winning side?
Customer
Gestion
des
Relationship
relations-clients
Product
Innovation
innovation
produit
WHAT?
What is the scope of
products and services,
its value (its benefits)
for the customer, the
capabilties to deliver
them in an innovating
way?
© 2001 Pigneur, HEC Lausanne
Infrastructure
Gestion des
logistics
infrastructures
HOW?
How to organize the
infrastructure, its
resources, the
knowledge and the
structure of resulting
costs, manage the
value chain and
processes, build
alliances to achieve
performance?
Financial
Aspects
aspects
financiers
HOW MUCH?
What is the revenue
model? the profit
model? designed to
last?
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Elements of a business model
value for
CUSTOMER
PRODUCT
personalization
resources for
INFRASTRUCTURE
Target
Resources
Value proposition
Activities/processes
get a feel
distribution
serve
CRM
On-line sales
Value chain
channels
Electronic markets
Decision processes
dis-intermediation
Info-mediation
Markets
community
Capabilties
Alliances/networks
protect
Revenue
Price
© 2001 Pigneur, HEC Lausanne

Value added
+
Costs
Profit
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Value proposition
Product
Innovation
To characterize product innovation, the value proposition
• defines,
• the actual product or service, and
• the value or benefits perceived by customers of the products and services
offered by the firm.
• In the case of e-business this offer naturally includes a strong information
system component, principally the Internet.
TARGET
Targeted customers
© 2001 Pigneur, HEC Lausanne
VALUE PROPOSITION
CAPABILITES
Competencies, aptitudes
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Value proposition - examples
• Facilitate research
– and reduce transaction costs
reservation
• Speed up distribution
– particularly digital goods (written, music, image, software)
ticketless
• Improve the quality of service
– by personalization, for example
• Improve facility and experience of buying
– capitalizing on game aspects
Barcelone
Loterie Romande
• Improve the transparency of information
– by opening up the information system
Yield Management
• Develop a sense of community
– and improve the diffusion of knowledge,
contacts and trust
• Bind complementary products
© 2001 Pigneur, HEC Lausanne
easyCar
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Classification of business models (I)
•
Brokerage Brokerage
– Buy/sell fulfillment, market exchange, business trading community, buyer aggregator,
distributor, virtual mall, metamediary, auction broker, reverse auction, classified, search
agent
•
Advertising Advertising
– Generalized portal, personnalized portal, specialized portal, attention/incentive marketing,
free model, bargain discounter
•
Infomediary Infomediary
– Recommender system, registration model
•
Merchant Merchant
– Virtual merchant, catalog merchant, surf-and-turf, bit vendor
•
•
•
Manufacturer Manufacturer
Affiliate Affiliate
Community Community
– voluntary contributor model, knowledge networks
•
•
Subscription Subscription
Utility Utility
© 2001 Pigneur, HEC Lausanne
http://ecommerce.ncsu.edu/business_models.html
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Classification of business models (II)
Integrated
function
[Timmers, 1998]
Business-to-business
Value chain integrator
eMerge
Functional integration
Third party marketplace
Collaboration platform AssureNet
Virtual community
iVillage
e-mall
Buy.com
value chain service provider FedExp Intership
e-procurement
Single
functions
Gofish
e-shop
e-auction Ricardo
Saci
Le Shop
lower
© 2001 Pigneur, HEC Lausanne
Trust service
Swisskey
Info brokerage Reuters
Degree of innovation
higher
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Classification of business models (III)
auto-organization
[apscott, 2000]
Dynamic pricing
creativity
AGORA
ALLIANCE
eBay, PriceLine …
AOL, iVillage …
Distributive network
hierarchy
Control
FedExp, UPS …
AGGREGATION
VALUE CHAIN
Amazon, Chemdex …
Dell, Cisco …
Selection and convenience
low
Process integration
high
Integration
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Classification of business models (IIIb)
[apscott, 2000]
www2.actnet.com/pdf/2410671.pdf
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Classification of business models (end)
Group buying:
Cendant
Mercata
Accompany
Online
buy
plate-form:
TPN Register, linkom
goFish
auction:
eBay
PriceLine
Ricardo
Electronic
market
search:
Acses
aggregation:
EMB
Electronic
barter
low
Influence of buyer
high
Portals:
AOL, Yahoo
Zdnet
Swap
Barter
Alaxis
low
Online
sale
Products:
Amazon
LeShop
Brun Passot
Services:
AutoWeb
E*trade
easyJet
high
Influence of seller
© 2001 Pigneur, HEC Lausanne
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Multi-role models - syndication
[Werbach, 2000]
product
infrastructure
customer
ROLE
SOURCES
SYNDICATORS
DISTRIBUTORS
CUSTOMER
Missions
Create the
content
Assemble the
content
Manage the
relationship
between the
sources and the
distributors
Deliver the
content to the
consumers
Explore the
content
iSyndicate
Linkshare (e-comm)
Screaming Media
Women.com
Yahoo!
E*Trade
Internet
•
•
•
Inktomi
Quote.com
Create revenues
by subscription,
payments or
advertising
Delivery of an information that will be reused and
integrated in an other one,
for a payment generally in the form of a
subscription
with a complicated content management
> ICE
© 2001 Pigneur, HEC Lausanne
iSYNDICATE
1’200 editors
270’000 sites web
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Multi-function model & ASP
•
•
•
•
Complete coverage of process or a value system
Deep knowledge of the profession
High added value
High differentiation
• ASP (application service provider)
Target
professional
Value proposition
multiple
Aptitudes
difficult
© 2001 Pigneur, HEC Lausanne
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Multi-technology model – wireless
Auctions
Portals
• Voice
© 2001 Pigneur, HEC Lausanne
• Internet
• WAP
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Capabilities
[Bagchi, 2000]
TARGET
Customers
VALUE PROPOSITION
Capabilities
Competencies
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Capabilities Network
[IBM, 1999]
•
•
A capability depends on another
When its performance depends on the another’s
attract
people
Forum
with authors
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Feel and serve customer
Customer
relationship
[Kalakota, 2001]
• Interactive order by the customer
– selection of the model, personalization, receiving of price, receiving of a
confirmation
• delivery of the model
– without having it in stock, by assembling the order, on time with a minimum cost
Manufacture and sale products
In-house core
competencies
Rigid
processes
Products/
services
channels
Customers
Flexible
processes
Outsourcing/
In-house
competencies
Feel and serve customers
Customers’
needs
© 2001 Pigneur, HEC Lausanne
Integrated
channels
Products/
services
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CRM – Customer Relationship Management
– Sales force (SFA - Sales Force Automation)
• Prevision, contacts, estimate, proposition, follow up …
– Convert a visitor to a customer and keep the customer
SALES
Customer Base
SERVICE
Customer care
– Call center, messaging, web …
– Self-service
– Pro-active, quality of service, …
© 2001 Pigneur, HEC Lausanne
MARKETING
– initiative, campaign
– from telemarketing to messaging
– one-to-one marketing
personalization
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Dis-intermediation
[Benjamin, 1995]
Cost
% profit
(shirt)
Producer
Distributor
Retailer
Customer
$52.72
0%
Producer
Distributor
Retailer
Customer
$41.34
28%
Producer
Distributor
Retailer
Customer
$20.45
62%
Producer
Distributor
Retailer
Added value
$20.45
$11.36
$20.91
Price
$20.45
$31.81
$52.72
© 2001 Pigneur, HEC Lausanne
Customer
$52.72
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Functions of intermediaries
Facilitate
• Matching between an offer and a demand
• the research of products (& their sellers)
• the aggregation of products (& of sellers)
• the aggregation of customers (& and their needs)
– buying clubs, customer associations, group buying
•
•
•
•
•
•
•
•
the protection of the private sphere and the management customer profiles
putting sellers under pressure
evaluation of needs and the suggestion of the adequate product
the management of risk (insurance)
the distribution of the articles
the diffusion of information on products
influence on the buying act (Marketing)
the transmission of information about the customer
Intermediaries improve the efficiency of the exchange between producers and
consumers, by aggregating transactions and creating economies of scale or scope
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Distribution channels
[Klein, 2001]
Otopenia …
Airline
Reservation S.
Travel Agency
80% by Internet!
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Scenarios for intermediation
[Sakar, 1995]
Intermediary
tcIC
tcPI
Supplier
tcPC
Consumer
Pre-internet
Post-internet
tc’PC < tc’PI + tc’IC
tc’PC > tc’PI + tc’IC
tcPC < tcPI + tcIC
tcPC > tcPI + tcIC
I. Direct market
reinforced by Internet
II. Threatened
intermediary
ultra-intermediation
dis-intermediation
III. Cyber-mediairy
IV. Intermediary
reinforce by the Internet
extra-intermediation
re-intermediation
The intermediaries augmentthe efficiency of the exchanges between suppliers and consumers,
When they aggregate transactions for creating scale or scope economies
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Intermediaries
[Sakar, 1995]
Pre-internet
More expensive with intermediary
More expensive
with intermediary
I. Direct market reinforced by
the Internet
ultra-intermediation
Post-internet
Cheaper with
intermediary
III. Cyber-mediary
extra-intermediation
Cheaper with intermediary
II. Threatened intermediary
dis-intermediation
IV. Intermediary reinforce by
the Internet
re-intermediation
Expedia …
© 2001 Pigneur, HEC Lausanne
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Moves of threatened intermediaries
[Scott, 2000]
Pre-internet
tcPC < tcPI + tcIC
tc’PC < tc’PI + tc’IC
I. Direct market reinforced by
the Internet
> SCOTT
tcPC > tcPI + tcIC
II. Threatened intermediary
> SCOTT
Integration capabilities
(direct access)
Post-internet
tc’PC > tc’PI + tc’IC
© 2001 Pigneur, HEC Lausanne
III. Cyber-mediary
IV. Intermediary reinforce by
the Internet
> SCOTT
> SCOTT
Perpetual innovation capabilities
(new entrants, spin-off)
Collaborative SCM capabilities
(virtual enterprise)
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Distribution channel conflict
[Afuah, 2001]
For established companies (incumbents, bricks-and-mortars)
• Risk of cannibalization
• Difficulty to reconcile to ways of selling
– on the sales force level
– Compaq and its resellers and the advent of direct sales
• Former competencies, advantage or disadvantage?
– unusable or contra-productive, in case of radical innovation
– Capitalization possible, if innovation incremental
•
QUESTION: start doing e-commerce:
– Integrated entity?
– Separated company?
© 2001 Pigneur, HEC Lausanne
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Personalization
Listen to the customer
CRM
Establish the2configuration
Distribution
5
Planing of3production
Production
4a(internal)
ERP
Outsourcing
4b(external)
SCM
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Mass customization
[Piller, 2000]
Change of product
Production of a product or service for a large market which satisfies the needs of
every single customer on one or the other characteristic of the product at a cost close
to mass production
dynamic
Mass
customization
Invention
Mass production
Continuous
amelioration
stable
stable
dynamic
Change of processes
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One-to-one marketing
[Peppers, 1993]
•
•
•
•
perceive every customer as an individual
win his confidence and loyalty (and keep it for a long time)
by satisfying his needs in a personalized way
on the basis of information you have on the customer
– without abusing
in the line of direct marketing and
database marketing
Attract
retain
Conduct
transaction
start
dialogue
Motivate
action
© 2001 Pigneur, HEC Lausanne
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Personalization strategies in e-business
[Piller, 2000]
high
Configuration
Innovation
Housing
Fitness
Cosmetics
Computer
www.efit.com
www.reflect.com
www.dell.com
Press
Jewelry
www.individual.com
www.expressions.com
Watches
www.idtown.com
Print
www.iprint.com
Flowers
1.800-flowers.com
Video
Ski
www.kideo.com
www.myski.com
Add-on
low
Degree of customer integration required
www.streif.de
Attention
low
high
Degree of digitalization of customized components
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Recommending techniques
[Schafer, 1999]
• Non-Personnalized Recommendations
– Same for all the customers
– Based on customer’s notices
• Attribute-Based Recommendations
action-to-item affinities
– Based on syntactical elements (search)
• Item-to-Item Recommendations
item-to-item affinities
– Based on the products the customer was interested in or bought
• People-to-People Recommendations
people-to-people affinities
– Based on other customers advice who had a previous similar commercial
behavior
– Collaborative Filtering (correlation)
Entrées: buy data | Ranking [likert] | Text | Choice
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Taxonomy for recommending techniques
[Schafer, 1999]
1.
2.
3.
4.
Non-Personalized
Attribute-Based
Item-to-Item
People-to-People
People-to-People
Amazon Delivers
Book Matcher
persistent
persistency
(many sessions)
Non-Personalized
Customer comments
Item-to-Item
Ephemeral
Customer who Bought
(one session)
manual
automatized
Automatization (intervention of customer)
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Recommending system – rule based
•
•
•
•
Conversion
prospect  client
Suggest a personalized content
maintain a privileged relation with the customer
preserve a track of each visit and a customer profile
manage an individualized interaction
–
promotion, action, catalogue, historic, ...
– from business rules (if … then)
– and from the client's profile
–
without interfering (too much) with his private life
© 2001 Pigneur, HEC Lausanne
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Recommending system - Collaborative filtering
• anticipate customers needs
– recommend products
• from his preferences
– as if we knew him for a long time
• and from preferences of other clients with similar tastes
– word of mouth & correlation
– learn by experience
– agents (intelligent)
•
(if you liked this, then you should also like this …)
big mass of information
rating
Isabelle
Thomas
Mathieu
Catherine
Benoît
Fabian
book 1
1
5
5
2
1
book 2
1
2
2
2
3
1
book 3
5
1
book 4
?
4
3
3
5
3
4
Catherine and Fabian seem to have a similar judgement to Isabelle's for the books 1, 2 (& 3);
their rating (explicit) is used for Isabelle's (implicit) for the book 4: between 4 and 5
© 2001 Pigneur, HEC Lausanne
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Comparaison
[Fink, 2000]
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Trust
TRUST
Contribute to the
establishment of
SECURITY
Certification
Verification et authorization
Escrow
Fear: financial losses
QUALITY
Notary, payments
Expertise
Guarantee of quality
PRIVACY
Rating
Fear: loss of intimacy
Reputation of actors
Insurance
Contribute
Risk management
INFO- MEDIARY
COMMUNITY
BRAND
Notoriety …
© 2001 Pigneur, HEC Lausanne
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Trust factors
[McKnight, 2000]
mechanisms
For trust (encryption …)
TRUST
of e-business
3d party seal
Web experience
de confiance
intention
To buy
Reputation
Of the meerchant
propensity
To trust
belief
To trust
Perceived quality
Of web site
Exploratory phase
Commitment phase
© 2001 Pigneur, HEC Lausanne
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Community
[Hagel, 1997]
Group of people or entities
– that share values or interests
– and use the le Net regularly & at the same place
transaction
interest
fantasy
relation
© 2001 Pigneur, HEC Lausanne
Business, trading,
occasions, barter …
Idea sharing,
communication …
Role games,
fantasy world…
Assistance (disease),
sharing of experiences …
Put pressure on
sellers
Meeting of
sellers/buyers
Buy
Market
Union
mix
(mass)
(informed)
Barter
Sale
New age
target
(unselfish, elitist)
(spendthrift)
Target customers
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Types of communities
[Schubert, 1999]
Community
virtual
goal
Community
interest
Community
leasure
Social interest
Community
relationhip
SkiRando
Community
fantasy
Ultima Online
Community
research
Community
business
Commercial interest
ISworld
Community
commerce
TPN Register
Community
transaction
Ricardo
Community
merchant
EMB
media
Community
network
© 2001 Pigneur, HEC Lausanne
Community
internet
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Community and marketing
one-to-tribe marketing
• target a group statistically homogenous
• so that the member of the community feels the company
• and can discuss with his congeners
• to avoid the isolation feeling due to personalization
• from profiles (mimetic)
– in considering the eventual
demultiplication of personalities
•
model of the television (themes) ?
•
– we watch programs
– we assist events
– we comment them in groups
– in real time …
major stake for media groups
© 2001 Pigneur, HEC Lausanne
One-to-One
One-to-Tribe
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Battle for information & privacy
• Datawarehouse and data mining
– to study client behavior and anticipate his needs
• The client grumbles when the vendor exaggerates (or doesn't explain)
• But the client gives information if he is « rewarded » (miles, …)
– loyalty program (M-CUMULUS, Qualifyer, …)
• This information belongs to the client
– Cookies & web, Intuit, SmartCard (CASH)…
• allows tracking the client's behavior on DIFFERENT sites
• unlike loyalty cards (specific to a shop)
– he can reinforce it
– sell it or authorize - or not - access to vendors
– leave it to an intermediary for a good use ...
PASSEPORT (OPS)
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Open Profile Standard (OPS)
• protocole
• passport containing the client's profile
– with his personal information
• name, address, credit card,…
– and his preferences
• explicitly specified
• assigned after his visits on WEB OPS sites
– in possession of the client
– who can authorize the access to vendors
• the whole of it or parts only
• during his visits on their site
> definition
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Infomediary
[Hagel, 2000]
•
•
•
•
•
Receives, merges and manages the buyers information
protects the buyer
supplies information to vendors
puts the vendors under pressure
obtains advantages for the buyer on the behalf of the vendors
– for the information given to the vendors
•
•
prefigured by Portals, buying clubs, associations of consumers …
requires skills and rare technologies
•
Who can become info-mediary?
–
–
–
–
–
Fiduciaries
Merchants
buying clubs & consumer associations
databases
media, portals, …
© 2001 Pigneur, HEC Lausanne
brand
emotion
trafic
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Infrastructure and logistics
Infrastructure
management
Buyer
Consume
Query
information
influence
Negotiate
BUY
goods
Find
customer
Negotiate
payment
Promote
product
Find
source
information
information
Identify
product
SELL
Serve
Answer
payment
logistics
seller
catalog
Computerized system
© 2001 Pigneur, HEC Lausanne
order
After-sale
e-business 48
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Reference model
[Schmid, 1997]
Business models
Information
Agreement
Settlement
services
services
services
search
directories
online catalogs
product evaluation
request for proposal
conditions
contracting
brokerage
exchange
e-market
setting prices
negotiation
authentication
certification
escrow
logistics
payment
dispute resolution
IT infrastructure
© 2001 Pigneur, HEC Lausanne
e-business 49
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SYLLABUS | AGENDA | FIN
Standards - BizTalk
[Haifei Li, 2000]
• Microsoft
> definition
> framework
• XML framework
– Simple Object Access Protocol (SOAP)
> soap
• XML tags for inter-application
exchanges
– Enterprise Application Integration (EAI)
– Business to Business (B2B)
• Software & Repository
www.bizTalk.org
www.microsoft.com/biztalk/
© 2001 Pigneur, HEC Lausanne
e-business 50
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Standards - Common Business Library (CBL)
• CommerceOne
• Public collection of XML DTDs
– Can be assembled and
– Or integrated in XML-based
applications
• EDI legacy
– ISO codes
• Countries, currencies, …
– X12 components
• Catalog, order, invoice …
• Trans-industries …
www.xcbl.org
© 2001 Pigneur, HEC Lausanne
e-business 51
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Standards - Common Business Language (CBL)
Inter-opératbilité …
Scénario ABC
© 2001 Pigneur, HEC Lausanne
Glushko, R., Tenenbaum, J., Meltzer, B. (1999)
An xml framework for Agent-based E-commerce
Comm. ACM, 42 (3), Marc: 106-114
e-business 52
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Standards - Commerce XML (cXML)
• Ariba
• Collection of business components
– Product, supplier, order, …
• And standard processes
– For order fulfillment, invoicing,
delieving …
– Possible integration with the BizTalk
framework
http://www.cxml.org/
© 2001 Pigneur, HEC Lausanne
e-business 53
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Standards - Other emerging standards
• Internet Open Trading Protocol (IOTP)
– by Internet Engineering Task Force (IETF)
• Open Application Group Integration Specification (OAGIS)
– by Open Applications Group (OAG)
– Collections of 90 Business Object Documents (BODs)
• Open Catalog Format (OCF)
– Language for the Open Catalog Protocol (OCP)
© 2001 Pigneur, HEC Lausanne
e-business 54
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Standards - ebXML
Initiative OASIS & UN-CEFAC (Edifact)
UML
www.ebxml.org/documents/documents.htm
© 2001 Pigneur, HEC Lausanne
e-business 55
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Logistics (warehousing)
•
Shop
– department and/or stock (eventually separated)
•
Franchise or partnership
– fragmented sector: multitude of small shops
•
Multi-channel distribution center existing
– mail order business with a certain volume
•
Ad hoc distribution centers
– mail order business with a high volume
and also
• Virtual warehouse (partnership with third party)
– outsourcing
– use of distribution centers FedEx, for ex.
•
transportatio
n
Direct sending by manufacturer
– outsourcing
– integration of information systems
© 2001 Pigneur, HEC Lausanne
warehousing
e-business 56
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Order fulfillment (warehousing)
[Kalakota, 1999]
outsourced
Third-Party
Fulfillment
Center
Manufacturer
Direct
Shipment
Partner
Fulfillment
Opération
Operation
Build-to-order
self-operated
Dedicated
Fulfillment
Center
centralized
In-store
Distributed
Delivery
Centers
distributed
Structure
© 2001 Pigneur, HEC Lausanne
e-business 57
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outsourced
Third-Party
Fulfillment
Center
Partner
Fulfillment
Opération
in house
Operation
Changing the warehousing approach
Dedicated
Fulfillment
Center
Distributed
Delivery
Centers
centralized
Volumes
Investment
Flexibility
© 2001 Pigneur, HEC Lausanne
distributed
Structure
e-business 58
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Value chain & activities
Support activities
infrastructure
Human
resources
Technology
development
Procurement
e-procurement
inbound
logistics
production
e-SCM
outbound
logistics
marketing &
sale
After-sale
Main activities
Value
e-alliance
© 2001 Pigneur, HEC Lausanne
e-business 59
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Configuration of activities
[Revaz, 1995]
Tôles laminées
Metalu
Alliages reçus
Informations alliages
Alusun
Presser
(13)
Tôles pressées
Laminer
(1)
Tôles laminées
Découper
(14)
Tôles pressées
Rechercher
alliages (5)
Nouvel alliage
Tôles découpées
Presser
(2)
Tôles pressées
Eléments soudés
Commandes
Capots moteurs
Suivre les contrats (6)
Stocker (15)
Découper
(3)
Toits
Souder (9)
Eléments soudés
Livrer (10)
E1
Stocker (4)
Emettre des
propositions
Panneaux alu
Eléments soudés
Capots moteurs
Toits
Aerotech
Cartel
E2
Montants
encaissés
Informations
Concevoir
(16)
Conclure des
contrats
Livrer (7)
Rechercher
composants
(17)
Plans
Propositions
émises
Contrats
Panneaux alu
Capots moteurs
Commandes
Assembler
(8)
Toits
Composants
Informations
Composants
Tableaux de bord
Landcar
Gérer les stocks (11)
Tableaux de bord
SkyStar
© 2001 Pigneur, HEC Lausanne
Tableaux de bord
Livrer (12)
e-business 60
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Value-oriented model
[Gordijn, 2000]
Contact searcher
c1
FAP f1
Ad Association
Publish an ad
Flows:
Read ad
• Place an ad
• Redistribute an ad
• Read an ad
$
Read an ad
$
Ad
$
Ad
s1
s1
$
Ad
Ad
Submit an
ad
$
Checke
dad
Possible
contact
Submitted
ad
Place an ad
$
Distribute
an ad
Check an ad
Solution:
• The FAPs offer the service.
Legend:
Actor
Value
activity
© 2001 Pigneur, HEC Lausanne
Value
port Value
interface
• The Ad Association
redistributes the ads.
Value
exchange
(x) Scenario
Path (x)
AND
OR
Scenario
delimiter
• FAPs add most value
e-business 61
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Value-oriented model – second configuration
[Gordijn, 2000]
Flows:
Ad Association
Contact searcher
c1
FAP f1
Publish an ad
Brand
Read ad
• Place an ad
• Redistribute an ad
$
$
Read an ad
$
s1
s1
Ad
• Read an ad
Maintain
brandna
me
Submit an
ad
Checke
dad
Possible
contact
Solution:
Submitted
ad
Legend:
Actor
Value
activity
© 2001 Pigneur, HEC Lausanne
Place an ad
Value
port Value
interface
$
Value
exchange
Check an ad
(x) Scenario
Path (x)
Check an ad
AND
OR
Scenario
delimiter
• The Ad Association performs
most activities.
• The Ad Association adds most
value
• Shift in power
e-business 62
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Value-oriented ontology
[Gordijn, 2000]
Value
activity
assigned-to
1..n
0..1
is-a
has
Market
segment
1..n
with
similar
0..n
1..n
Value
interface
1
assignedto
1..n
0..1
1
2..n
Actor
has-in
1
is-a
1..n
Value
exchange
0..n
between
0..n
2..n
Value
port
0..n
requests
offers
0..n
0..n
Value
object
2..n
Composite
Object
0..n
decomposed-into
is-a
© 2001 Pigneur, HEC Lausanne
Elementary
Actor
has-out
1
contains
0..n
decomposed-into
is-a
Value
offering
Composite
Actor
Elementary
Object
e-business 63
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Coordination (& integration)
[Kalakota, 2001]
Prevision
Planing of
stock
Planing of
capacity
Order planning
Order
confirmation
Replenishment
• flexibilityy
•integration
MRP
choice supplier
Process
Order
processing
Process
Planing of
realization
Availability stock
Scheduling
Process
Stock allocation
order of priorities
• profitable?
• available in the inventory?
• can be manufactured?
Scheduling
manufacturing
Scheduling
distribution
• BPR (business process reengineering)
•INTEGRATION WITH ERP & SCM
© 2001 Pigneur, HEC Lausanne
Production & assemblage
destocking
loading
Planing
delivery
Customer
service
Process
Distribution
• integration with shipping companies
• tracking by the customers
• return of goods
e-business 64
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Alliances et partnerships
Bank
payment
clearance
order
Distributor
inventory
deliver
Credit card
Amazon.com
Shipping
sales
Information systems
coordination
contents
sale
transport
tracking
deliver
order
sales
critics
Affiliate
sales
Customer
buy
content
Author
marketing
© 2001 Pigneur, HEC Lausanne
e-business 65
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SYLLABUS | AGENDA | FIN
Electronic Data Interchange
from
EDI
to
ECR
Efficient customer Response
Company A
Company B
selection, comparaison, ...
BUY
order or statistics
Order
Reception
Delivery
invoice
Payment
paiement
Bank A
© 2001 Pigneur, HEC Lausanne
SALE
Before sale
Supply
sale
Delivery
Invoicing
production & distribution
After-sale
confirmation
Clearing
Bank A
e-business 66
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e-SCM, e-procurement and e-market
Power of buyers 
buyers
suppliers
procurement
Electronic
market
Market Vs. relation
Reduced transaction costs
Improved information access
group buying …
Reduced selling costs
bigger market access
Dis-intermediation …
supply chain
Customers’
needs
Integrated
channels
Products/
services
Flexible
processes
Outsources/
In-house
competencies
Power of suppliers 
© 2001 Pigneur, HEC Lausanne
e-business 67
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Strategic network
[Malone, 1993]
high
Production cost
Co-production
partnership
BUY
Externalization
NETWORK
MARKET
Virtualization
Holding
Coordination cost
low
low
MAKE
HIERARCHY
high
Supply chain
© 2001 Pigneur, HEC Lausanne
e-business 68
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SYLLABUS | AGENDA | FIN
Value creation
Aspects
financiers
«The creation of an economic value stays the measure of success»
• PROFIT
 = (P – VC).Q – FC
P
the unit price of a product
VC the variable cost of a unit
Q
the number of products sold
FC fixed costs
© 2001 Pigneur, HEC Lausanne
e-business 69
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SYLLABUS | AGENDA | FIN
Income models
combination
Phone
• registry
REVENUE
one time
• subscription
• Usage
sale
• Time
• Services
registry
recurrent
subscription
Income of the subscription fees to become a member
Paid by the buyer and/or the vendor
advertisement
Income of the ad banners posted on the shopfront
Paid by the vendor
use
transaction
Income of online sales paid by the buyer
commission
Income, percentage of a transaction made by the settlement
(affiliate program)
© 2001 Pigneur, HEC Lausanne
e-business 70
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Income models - examples
Business models
Revenue model
Virtual community (iVillage)
Subscription, ad, sponsoring
Online sale (Dell)
Transaction (sale)
Auctions (eBay)
Commission, Subscription, ad
Buying clubs (cendant)
Subscription, ad, commission
Infomediation (netZero)
Transaction (content)
Affiliation (millicent)
Commission
buy:
market:
advertisement
commission
subscription
subscription
commission
ad
barter:
sale:
-
transaction
advertisement
commission (intermediary)
subscription
© 2001 Pigneur, HEC Lausanne
e-business 71
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Pricing
• Based on a catalog
• Resulting of the negotiation between the seller and the buyer
– With its back-and-forth and its protocol
• Result of an auction
– With its models and reputation mechanisms
• Result of a request for proposal (RFP)
• Barter
© 2001 Pigneur, HEC Lausanne
e-business 72
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Pricing - Dutch Flower Auction
[Kambil, 1999]
© 2001 Pigneur, HEC Lausanne
e-business 73
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Auction software - objects
[Kumar, 1999]
© 2001 Pigneur, HEC Lausanne
e-business 74
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Auction software - process
[Kumar, 1999]
© 2001 Pigneur, HEC Lausanne
e-business 75
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Transforming the pricing
[Klein, 2000]
•
« good bye to fixed pricing »?
– Suppliers enjoy price differenciation in order to avoid comparison
– Customers enjoy low price and gaming using comparison
• Trends towards dynamic and online pricing
– Adopted in the air transportation industry
– Renewed on Internet
Yield Management
Yield Management
• Allows to calculate in real time (online if on the Internet)
• the best prices
• for maximazing the profit generated by the sales
• based on a forecasting model of sale behavior
(for micro-segments)
© 2001 Pigneur, HEC Lausanne
e-business 76
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SYLLABUS | AGENDA | FIN
Yield Management
[Phillips, 2000]
–
–
–
–
–
–
Air Transportation (American Airline since 1978 + 1.4 billion in 1989-1991)
Hotel industry (Marriott + 30 million en 1991)
Car renting (Hertz 1989)
Leisure parc (Futuroscope)
Rail road (TGV Suisse-Paris)
Cyber-cafe (EasyEverything)
© 2001 Pigneur, HEC Lausanne
e-business 77
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Yield Management - conditions
• Perishable product
– No value after a given date (seat onboard, room, …)
• Variable demand and rigid production capacity
– Demand changes (high, low, …)
– Offer is fixed
• Reservation
– Before the use of the service
• Price differenciation
– Elasticity (demand/price) is variable according to the segment
– Attract customer with high sensity to price with low prices (apex)
– Keep demanding people with price barriers (1st class)
• High fixed cost & low variable cost
• Price leverage
– Small increase of revenu causes significative increase of profit
© 2001 Pigneur, HEC Lausanne
e-business 78
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SYLLABUS | AGENDA | FIN
Intangible assets measuring models
[Sveiby, 2001]
MEASURE
http://www.sveiby.com.au/intangibleMethods.htm
© 2001 Pigneur, HEC Lausanne
e-business 79
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Intangible Assets Monitor, Balanced Scorecard and Intellectual Capital
IAM
Value
Individual
profit generator
[Sveiby, 2001]
Tangibles assets
Intangible assets
External structure
BSC
[Nolan, 1995]
Individual competencies
Growth/Renewing
Growth/Renewing
Growth/Renewing
Efficiency
Efficiency
Efficiency
Stability
Stability
Stability
Clients
Supplier
partner
Internal structure
Knowledge perspective
Processes
Customer
management
Systems
Patents
knowledge
Training/Learning
Logistics
management
Aptitudes
Experience
formation
Product
innovation
Structural capital
IC
[Edvinsson, 1997]
Customer capital
© 2001 Pigneur, HEC Lausanne
Organizational capital
Human capital
e-business 80
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Intangible assets in Celemi
© 2001 Pigneur, HEC Lausanne
e-business 81
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Intellectual capital in Skandia
[Edvinsson, 1997]
© 2001 Pigneur, HEC Lausanne
e-business 82
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Balanced scorecard
How do the customers perceive
us?
CUSTOMER RELATION
Goals
Measures
In which process do we have to
prove excellence?
& initiatives
Customer
management
INFRASTRUCTURE
Goals
Measures
& initiatives
Product
innovation
PRODUCT INNOVATION
Goals
Measures
& initiatives
Logistics
management
Financial
Aspects
FINANCE
Goals
Measures
& initiatives
How to improve our services and
our quality?
© 2001 Pigneur, HEC Lausanne
How do shareholder perceive
us?
e-business 83
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BALANCED SCORECARD software
From cause to effect
© 2001 Pigneur, HEC Lausanne
e-business 84
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BALANCED SCORECARD for IS
[Bader, 2000]
Learning and Innovation
Internal Processes
Customer Perspective
Value Contribution
Objectives
Increase of
end-user
productivity
A statement of
what is critical to
the success of
the vision
© 2001 Pigneur, HEC Lausanne
Value Drivers
Train end-users
efficiently and
quickly
Capability or
activity needed
to develop,
improve or
secure in order
to reach
strategic
objectives
Key Performance
Indicators (KPI’s)
% hidden /
unproductivity
costs
How success in
achieving the
objectives will
be measured
and tracked
Targets
(Baseline/Year n)
56 % by
Acadys
Reduction by
5 %p.a.
The level of
performance or
rate of
improvement
needed
Initiatives
• Implement and
conduct AcadysSurvey
• Set up education
program
• Set standards
Do Wells
required to
achieve objectives
Accountability
IT Staff
Mr. xyz
What group or
person is
responsible for the
measure
e-business 85
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BALANCED SCORECARD for IS
[Bader, 2000]
Objectives
Value Drivers
V3.1 Ensure reliable environment
(availability, performance, security)
at SLAs
V3
Increase
End-user
Productivity
© 2001 Pigneur, HEC Lausanne
 SLA fulfillment rate (e.g. # interventions / # users (for the period))
V3.2 Provide quick and effective
problems/requests solving
 SLA fulfillment rate
 % problems/requests solved within 1 h, 1h to 6h, 1 day, more
V3.3 Speed up upgrade of infrastructure
products and services and equipment/
connection of new users or partners
 Average lead and execution time for global desktop upgrade
 # Non-standard desktops / # standard desktops
V3.6 Develop prospective capacity planning
 Budget forecasts based on capacity planning (HW forecast,
V3.7 Assess new technologies to increase
end-user productivity
 # New technologies (e.g PC, OS...) assessed within the period
V4
Provide
Cost-Efficient
Services at Quality
Key Performance Indicators (KPIs)
V4.10 Align ’IT factory’ costs on best in
class providers
/
total help-desk problems/requests
engineering and migration resources...)
 Fixed and variable costs / # desktops
 TCO for user survey vs benchmark (ACADYS): actuals vs
benchmarks (visible and user hidden costs)
 Costs for migration (e.g. Common Office Envirt Engineering...)
 # business applications / functionality (e.g. Visio, flowchart...)
e-business 86
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BALANCED SCORECARD for IS
[Bader, 2000]
MONTH
JUNE
TABLE
V3 - Increase End-User Productivity
3
Bi-Yearly End-Users Survey: Application and Service Quality
C: Current survey
END-USER ASSESSMENT (0 to 5)
Seg.1
Seg.2
C P
C
P
Seg.3
Seg.4
C P
Seg.5
C P
C P
Quality of training 4.2 4.0
4.5 4.1
3.9 4.0
4.2 4.0
3.5 4.0
Application User-Friendly 3.0 3.0
4.0 4.0
3.5 3.8
3.0 3.0
3.0 3.0
System Response Time 2.1 3.0
2.8 2.9
3.1 3.7
3.1 3.5
1.5 2.0
System Availability 4.0 4.0
4.0 4.0
4.0 4.0
4.0 4.0
3.0 3.0
User Satisfaction (Support) 3.5 4.2
3.5 4.2
3.5 4.2
3.5 4.2
3.5 4.2
Problem Solving 4.5 4.9
3.5 3.9
4.0 3.9
2.5 2.9
3.5 3.9
Help-Desk Accessibility 4.8 4.5
4.8 4.5
4.8 4.5
4.8 4.5
4.8 4.5
Help-Desk Contact Quality 4.9 3.9
4.9 3.9
4.9 3.9
4.9 3.9
2.9 3.0
Average 3.9 3.9
4.0 3.9
4.0 4.0
3.8 3.8
3.2 3.4
650
750
700
15 15
90 90
# of users
% of pulled users
800
10 10
1.100
8
8
15 15
P: Previous survey
TARGET IS 3.5
OR OVER
Contributor: POYC
Comments:
Identify and fix issues on segment 5:
response time
© 2001 Pigneur, HEC Lausanne
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BALANCED SCORECARD for
CIOs
[van Granbergen, 1997]
Corporate Contribution
• Control IT Expenses
–
percentage above or within budget
–
allocation of the different budget items
–
IT budget as a percentage of turnover
–
IT expenses per staff member
• Sell to third parties
–
financial benefits steeming form selling products and
services
Customer = User
• Research IT supplier
–
% of applications managed by IT
–
% of applications delivered by IT
–
% of in-house applications
• Partnership with users
–
index of user involvement in generating new strategic
applications
–
index of user involvement in developing new
application
–
frequency of IT Steering Committee meetings
• User satisfaction
–
index of user friendliness of applications
–
index of user satisfaction
–
index of availability of applications and systems
–
index of functionality of applications
–
% of application development and operations within
the Service Level Agreement (SLA)
• Business value of new IT projects
–
Financial evaluation based on ROI, NPV, IRR, PB
–
Business evaluation based on Information Economics
• Business value of the IT function
–
percentage of the development capacity engaged in
strategic projects
–
relationship between new developments /
infrastructures investments / replacement investments
Vision and strategy
Internal Processes
• Efficiency Software Development
–
% of changes and adjustments made throughout
different development stages
–
number of defects per function point in the first year of
production
–
number of function points per person per month
–
average number of delays late in delivering software
–
average unexpected budget increase
–
% of projects performed within SLA
–
% of code that is reused
–
% of maintenance activities
–
visible and invisible backlog
• Efficiency
–
–
–
–
–
–
–
operations
% unavailability of the mainframe
% unavailability of the network
response times per category of users
% of jobs done within set times
% of reruns
average time between system failures
ratio operational costs/installed MIPS
• Acquisition PCs and PC software
–
average lead time for deliveries
• Problem management
–
average answer time of help desk
–
% of question answered within set time
–
% of solutions within SLA
Learning and Growth
• Permanent Education of staff
–
number of educational days per person
–
education budget as % of total IT budget
• Expertise of the IT staff
–
Number of years of IT experience per staff member
–
age pyramid of the IT staff
• Age of the type Applications portfolio
–
Number of applications per age category
–
Number of implications younger than 5 years
• User Education
–
% of users that already perceived education (per
technology / applications)
–
quality index of education
• Managing IT staff
–
number of people hours that can be charged internally
or externally
–
% of people hours that are charged on projects
–
satisfaction index of IT staff
• Use of communication software
–
% of IT staff that can access groupware facilities (interand intranet)
–
% of IT staff that effectively use groupware-facilities
• Research and emerging technologies
–
% of budget spent on IT research
© 2001 Pigneur, HEC Lausanne
e-business 88
Université de Lausanne
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Metrics for e-business
[Corporate Executive Board, 1999]
FINANCE
PROCESSUS
CLIENT
CLIENT
CLIENT
PROCESSUS
PRODUIT
PRODUIT
PROCESSUS
© 2001 Pigneur, HEC Lausanne
e-business 89
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Metrics for e-business
[Corporate Executive Board, 1999]
(SALES EFFICIENCY AND TRANSACTIONAL EXCELLENCE)
© 2001 Pigneur, HEC Lausanne
e-business 90
Université de Lausanne
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E-Performance
[Agrawal, 2000]
ATTRACTION
CONVERSION
RETENTION
• Visitor base
• Visitor acquisition cost
• Visitor advertising revenue
• customer base
• customer acquisition cost
• customer conversion rate
• nb transactions / customer
• revenue / transaction
• revenue / customer
• customer gross income
• customer maintenance cost
• customer operating cost
• customer churn rate
•…
• repeat-customer base
• r-customer acquisition cost
• r-customer conversion rate
• nb transactions / r-customer
• revenue / transaction
• revenue / r-customer
• r-customer gross income
• r-customer maintenance cost
• r-customer operating cost
• r-customer churn rate
•…
© 2001 Pigneur, HEC Lausanne
e-business 91
Université de Lausanne
SYLLABUS | AGENDA | FIN
Management Cokpit
http://www.management-cockpit.com/
© 2001 Pigneur, HEC Lausanne
e-business 92
Université de Lausanne
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Scenario planning
SIMULATE
[Courtney, 1997]
Levels of uncertainty:
1
A
B
2
3
?
C
D
Clear-enough future
Alternate futures
Range of futures
True ambiguity
forecast
Discrete options
No natural option
No basis for forecast
Traditional toolkit
Game theory
Decision analysis
Scenario
planning
analogies
Pattern recognition
simulation
© 2001 Pigneur, HEC Lausanne
e-business 93
Université de Lausanne
SYLLABUS | AGENDA | FIN
System dynamics
Model
• Based on (differential) equations
Decision
Support
system
learning
– Stocks and flows
– converters and connectors
Computer-aided
design
• manages feed-back loops explicitely
– positive (reinforcement)
– or negative (correction)
• allows simulating the behavior
– In a virtual world
Service
time
• in a learning perspective
order
delivery
rate
rate
inventory
+
Productivity
© 2001 Pigneur, HEC Lausanne
e-business 94
Université de Lausanne
SYLLABUS | AGENDA | FIN
System dynamics
Customerrelationship
Product
innovation
Infrastructures
logistics
Finance
revenue
© 2001 Pigneur, HEC Lausanne
e-business 95
Université de Lausanne
SYLLABUS | AGENDA | FIN
Simulation
© 2001 Pigneur, HEC Lausanne
e-business 96
Université de Lausanne
SYLLABUS | AGENDA | FIN
Strategic postures
[Courtney, 1997]
?
Shape the future
Adapt the future
Reserve the right to play
Defend & react
Play a leadership role
With through speed,
Agility and flexibility
Invest sufficiently to stay
In the game
Set barriers
Setting standards
Creating demand
Recognizing and capturing
Opportunities in existing
markets
Avoid premature
commitments
Defensive competition
© 2001 Pigneur, HEC Lausanne
e-business 97
Université de Lausanne
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Conclusion
Business model
What?
Who?
How?
How much?
Customerrelationship
Product
innovation
Infrastructure
logistics
BUSINESS PLAN
Finance
revenue
+
Measure
INNOVATION
Goals
Measures
=
& initiatives
+
Simulation
scenarios
© 2001 Pigneur, HEC Lausanne
e-business 98
Université de Lausanne
SYLLABUS | AGENDA | FIN
Rethinking the traditional organization
[Hagel, 1999]
Product innovation
Customer relationship mngt
Infrastructure management
Economies of scope are key
to acquire a large number
of customers
Economies of scale are key
for reducing cost in
managing large volumes
Highly service oriented
customer comes first
Cost focused
stress on standardization
efficiency
Battle for scope,
rapid consolidation,
big players dominate
Battle for scale
rapid consolidation,
a few big players dominate
Economy
Speed is the key
to be the first
on the market
Culture
Employee centered
Competition
Battle for talents,
low barriers to entry,
many small players thrive
© 2001 Pigneur, HEC Lausanne
e-business 99
Université de Lausanne
SYLLABUS | AGENDA | FIN
Next …
[Pigneur, 2001]
e-business model handbook
BUSINESS
ONTOLOGY
OBSERVED
CASES
ENGINEERING
TOOL
FINANCE
LOGISTICS
CUSTOMER
DEFINE
CLASS
DESIGN
ASSESS
MEASURE
CRITIQUE
MODEL
FORECAST
SIMULATE
© 2001 Pigneur, HEC Lausanne
PRODUCT
• Business model
• (Un-) bundled corporation
• Breakthrough strategy
• Critical success factor
• Balanced scorecard
• Resource-based view
• System dynamics
• Dynamic resource system
• Scenario Planning
Case-based
reasoning
Framework for
E-BUSINESS
MODEL
HANDBOOK
Tool for
Critiquing
system
Simulation
environment
e-business 100
Université de Lausanne
SYLLABUS | AGENDA | FIN
XML ontology
© 2001 Pigneur, HEC Lausanne
e-business 101