Repetition

Service, Enabling service, Service platforms
2.1 Provide Network
Access ES
NP
2. Provide enabling
service (ES)
CP
3. Deliver content
2.2 Provide QoS ES
2.3 Provide AAA ES
6. Deliver service
Ctxt P
4. Deliver context
5. Compose
service
User
7. Bill for service
SP
10. Revenue share
1. Require service
Figure 1. Service execution and delivery activities, presented as numbered Use Cases
(and Business Use Cases.
Services / Service portfolios - Cash Flow optimisation problem
Plateu of the
service portfolio
Cannibalisation
of the service
Schematic of project FCFs
(quantitative estimates in
appendices )
0
1
2
3
4
5
6
7
8
9
10
Phase 1:
Prototype product
Phase 2:
Advanced prototype
product
Phase 3:
Full product development
and scale up of production
Figure 5. Phases in real option financing for NGIS R&D process
time (year)
On the State-of-the-art analysis of
research on
Business Modelling in IT systems (&
communication)
Contents
• Overview of the knowledge on business
modelling (BM) methodologies
• BM Framework
• BM Definitions
• BM Components
• BM Taxonomies
• BM Representation Tools
• Conclusion
The overview of BM knowledge
(limited to IT and communication services)
• Authors who contributed to the SOTA
systematisation:
– Staehler 2001,
– Gordijn 2002
– Pateli and Giaglis 2003
– Osterwalder 2004
Figure 1. Business layers [ Osterwalder 2004]
Figure 2. Business model place in the company [Osterwalder 2004]
BM Framework
•
•
•
•
BM Definitions
BM Components
BM Taxonomies
BM Representation tools
BM Definitions
Some examples obtained from the
SOTA
Table 1. Business model author list [Pateli 2002, Osterwalder 2004]
BM definitions
•
Osterwalder 2004 suggested the following working definition of the business model:
A business model is a conceptual tool that contains a set of elements and their relationships and
allows expressing a company's logic of earning money. It is a description of the value a
company offers to one or several segments of customers and the architecture of the firm and its
network of partners for creating, marketing and delivering this value and relationship capital, in
order to generate profitable and sustainable revenue streams.
•
Based on the folloowing BM Definitions
Timmers 1998,
Tapscot, Ticoll, Lowy 1998 2000,
Linder and Cantrell 2000,
Weil and Witale 2001,
Rappa 2001, Hawkins 2001,
Amit and Zott 2001, Applegate 2001,
Petrovic et al. 2001,
Osterwalder and Pigneur 2001,
Magretta 2002, Elliot 2002
Figure 10. Hamel's (2002) business model concept
BM Components
Some examples obtained from the
SOTA
BM Components
• Alt and Zimmermann 2001 – Six generic
elements:
– Mission
– Structure
– Processes
– Revenues
– Technology
– Legal issues
BM Components
• Auhah Tucci 2000
– Customer value
– Scope
– Pricing
– Revenue Source
– Connected Activities
– Implementation
– Capabilities
– Sustainability
BM Components
• Chesgrough and Rosebloom 2000
– Business model functions
• Articulate the value proposition
• Identify the market segment
• Define the structure of the value chain within the
firm
• Define the cost structure and profit potential
• Describe the position of the firm within the value
network, including identifications of complementors
and competitors
• Formulate the competitive strategy
BM Components
• Hamel 2000
– Framework for discussing the BM components
• Customer Interface
–
–
–
–
Fulfilment and Support
Information and Insight
Relationship Dynamics
Pricing Structure
• Core Strategy
– Business Mission
– Product Market Scope
– Basis for Differentiation
• Strategic Resources
– Core Competencies
– Strategic Assets
– Core Processes
• Value Network
– Suppliers
– Partners
– Coalitions
BM Components
• Veill and Vitale 2001 – four levels
–
–
–
–
–
Level 1:
Level 2:
Level 3:
Level 3-4:
Level 4:
Atomic Business Model
E-Business Model
E-Business Initiative
Intermediate Level
E-Business Implementation
• Atomic elements:
–
–
–
–
–
Business Strategy
Organizational Form and Structure
Business Process
Value Chain
Core Competencies
BM Components
• Osterwalder and Pigneur 2002
– Four main pillars – principal issues that a BM has to address:
• Product Innovation
– Target Customer Segment
– Capabilities
– Value Proposition
• Customer Relationship
– Information Strategy
– Feel and Serve
– Trust and Loyalty
• Infrastructure Management
– Resources
– Activity or Value configuration
– Partner Network
• Financials
– Revenue Model
– Cost Structure
– Profit / Loss
BM components
• Gordijn and Akkermans 2001 - Value Ontology
–
–
–
–
–
–
Market Segment
Actors
Value Offering
Value Exchange
Value Object
Value Activity – Value Interface – Value Port
BM Taxonomy
Some examples obtained from the
SOTA
BM Taxonomy
• Research efforts toward classifying BMs, mainly
BMs over the Web, and grouping them under
certain categories.
• The BMs belonging to the same category usually
share some common characteristics, such as
the same pricing policy of the same customer
relationship model.
• Anyway, as the criteria for classifying BMs
differentiate per researcher, the final resulting
taxonomies are quite different.
BM Taxonomy
• Tapscott et al. 2000
– Five primary types of business webs
•
•
•
•
•
Agora
Aggregation
Value Chain
Alliance
Distributive Network
Figure 8. b-webs (Tapscot, Ticoll et al. 2000)
BM Taxonomy
• Veill and Vitale 2001
–
–
–
–
–
–
–
–
Content Provider
Direct to Customer
Full-Service Provider
Intermediary
Shared Infrastructure
Value Net Integrator
Virtual Community
Whole-of-Enterprise / Government
Figure 6. Timmer's (1998) classification scheme
BM Taxonomy
•
Applegate 2001 – Four categories
– Focused Distributor Models
•
•
•
•
•
Retailer
Marketplace
Aggregator
Infomediary
Exchange
– Portal Models
• Horizontal portals
• Vertical portals
• Affinity portals
– Producer Models
•
•
•
•
•
Manufacturer
Service Provider
Advisor
Information and News services
Custom Supplier
– Infrastructure Provider Models – Infrastructure portals
BM Representation Tools
Some examples obtained from the
SOTA
BM Representation Tools
• Tapscott et al. 2000 – Value Maps, for depicting how a b-web
operates, or will operate in the future
• Gordijn and Akkermans 2001 – Value ontology
–
–
–
–
–
Market Segment
Actors
Value Offering
Value Object
Value Activity – Value Interface – Value port
• Weill and Vitale 2001– E-Business Model Schematics
– Participants
– Relations
– Flows
• Money flow
• Information flow
• Product and service flows
Figure 11. Linder and Cantrell's (2000) business model concept
Figure 12. Business model schematic of the direct to customer model (Weill and Vitale 2001)
Figure 13. e3-value ontology for e-business (Gordijn, Akkermans et al. 2001)
Table 9. Appraising a Business Model: Component Measures (Aufah and Tucci 2003)
Table 11. The nine business model building blocks (Osterwalder 2004)
Figure 15 The business Model Ontology, Osterwalder 2004
The nine business model building blocks (Osterwalder 2004)
The nine business model building blocks (Osterwalder 2004)
Figure 16 Design of a Business Model based on Value Ontology (Gordijn and Akkermans, 2001)
Gordijn 2002, Viewpoints, Requirements Engineering
Figure 19 Value map for Cisco Systems according to Tapscott et al. (2000).
Figure 21. Value model for a free Internet access service: the global actor viewpoint (Gordijn 2002).
Figure 22. Actor a can decide to exchange
value objects with actor b, or actor c
Gordijn 2002.
Figure 23. A value exchange can be in
multiple transactions.
Figure 25. Concepts and relations of the e3-value ontology extended for the detailed
actor viewpoint. A composite actor and an elementary actor are generalized
into an actor. Gordijn 2002
Figure 27 Value model for the free Internet case: the value activity viewpoint.
must yield profit or should increase economic value for the performing actor (Gordijn 2002).
Use Case Maps
A UCM is a visual notation to be used by humans to understand the behavior
of a system at a high level of abstraction (Buhr 1998).
Gordijn 2002
Gordijn 2002
Conclusion
- BM framework
- Business Value model is not a Business Process Model
- Business Process Model relates to a System Process Model
- Relation Business Model and Business Plan ???