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The Business Model Ontology – A Proposition in a Design Science Approach
Abstract
The goal of this dissertation is to find and provide the basis for a managerial tool that allows a firm to easily express its business logic. The methodological basis for this work is design science, where the researcher builds an artifact to solve a specific problem. In this case the aim is to provide an ontology that makes it possible to explicit a firm's business model. In other words, the proposed artifact helps a firm to formally describe its value proposition, its customers, the relationship with them, the necessary intra- and inter-firm infrastructure and its profit model. Such an ontology is relevant because until now there is no model that expresses a company's global business logic from a pure business point of view. Previous models essentially take an organizational or process perspective or cover only parts of a firm's business logic. The four main pillars of the ontology, which are inspired by management science and enterprise- and processmodeling, are product, customer interface, infrastructure and finance. The ontology is validated by case studies, a panel of experts and managers. The dissertation also provides a software prototype to capture a company's business model in an information system. The last part of the thesis consists of a demonstration of the value of the ontology in business strategy and Information Systems (IS) alignment.
... Regarding the construction industry, managers also may struggle to comprehend the concept of a business model, and their understanding and application of it differs from other industries and theoretical studies; they focus on firm performance, project delivery, financial goals, and capacity to acquire new projects [9]. At the same time, AEC firms struggle to recognize digital technology benefits due to limited business model comprehension [26]. Construction managers have trouble articulating and implementing their firm's value creation dialectics and business model, indicating a lack of analysis and comprehension of client values and requirements during the project's delivery process, causing client dissatisfaction [9]. ...
... According to the strategic template Business Model Canvas, cost structure and revenue stream are two business model elements that fall under the financial category [25]. Thus, the financial aspect of business models includes revenue model and cost structure [26]. Financial value is one of the significant elements in the innovation of a business model that focuses on "how to capture value through revenue streams and changing the price-setting mechanisms" [27]. ...
... As per Osterwalder's research [26], the revenue model is referred to by different names in various literature as a business model element. This element of business models has been defined in multiple ways [43]. ...
... After 5 minutes, the PCA gave the instruction to decide on a concrete idea. The PCA then supported the group in concretizing the idea by filling out a business model canvas according to Osterwalder (2004). The PCA went through the individual fields of the business model canvas one by one and supported the group in filling them in. ...
... In the case of the VW, we furthermore assessed the avatar identification (Van Looy et al., 2013). We additionally asked four experts (three entrepreneurship education lecturers and one startup employee) to assess all generated ideas based on criteria adapted from scales for evaluating business model canvases (Osterwalder, 2004) and the creativity of ideas (Dean et al., 2006): costs and income, value proposition, infrastructure, customer access, idea quality, originality, implementability (costs, time-to-market, ...), completeness, and effectiveness. ...
... In addition, we asked four experts to evaluate the 13 generated ideas regarding criteria for creativity and business model quality (Osterwalder, 2004;Dean et al., 2006) and calculated the MVs for each criterion. They rated the business models for the 2D groups as follows: costs and income MV= 3.14; value proposition MV=3.51; infrastructure MV = 3.29; customer access MV = 3.51; idea quality MV = 3.71; originality MV = 3.14; implementability MV = 3.63; completeness MV = 3.17; effectiveness MV = 3.31. ...
Universities are increasingly offering courses on the development of new and innovative business models. Despite the relevance of digital teaching, they so far rarely use digital collaboration and ideation tools. Pedagogical conversation agents (PCAs) can moderate collaborative learning tasks and support creative processes. Integrating PCAs into virtual worlds is an innovative approach to combine both technologies' advantages regarding learning and collaboration support. This mixed methods study examines the perception of an AI-moderated group brainstorming in a 3D virtual world compared to AI-moderated brainstorming in a 2D chat using a between-subjects experiment with 70 learners. Quantitative results from the learners‘ perception reveal mostly higher ratings of the 2D chat. Qualitative results however show that learners highlighted the 3D world's potential regarding the social relatedness within the group. This paper contributes new
knowledge on PCAs in entrepreneurship education, the design of virtual worlds, as well as the effects of AI-supported brainstorming.
... This is especially true for complex products like VIS that integrate hardware, software, and services, presenting a multifaceted value proposition. In this context a value proposition can be understood as a set of elementary offerings, each capturing a specific fraction of the overall value [20]. ...
... Table 1. The phases in the lifecycle of a value proposition [20]. ...
... The successful application of the focal technology investigated requires the definition of a complete set of BMs and related stakeholder interests that can comprehensively address the defined value offerings within their operational frameworks [20]. In detail, ...
Automated industrial Visual Inspection Systems (VIS) are predominantly designed for specific use cases, resulting in constrained adaptability, high setup requirements, substantial capital investments, and significant knowledge barriers. This paper explores the business potential of recent alternative architectures proposed in the literature for the visual inspection of individual products or complex assemblies within highly variable production environments, utilizing next-generation VIS. These advanced VIS exhibit significant technical (hardware and software) enhancements, such as increased flexibility, reconfigurability, Computer Aided Design (CAD)-based integration, self-X capabilities, and autonomy, as well as economic improvements, including cost-effectiveness, non-invasiveness, and plug-and-produce capabilities. The new trends in VIS have the potential to revolutionize business models by enabling as-a-service approaches and facilitating a paradigm shift towards more sustainable manufacturing and human-centric practices. We extend the discussion to examine how these technological innovations, which reduce the need for extensive coding skills and lengthy reconfiguration activities for operators, can be implemented as a shared resource within a circular lifecycle. This analysis includes detailing the underlying business model that supports shared utilization among different stakeholders, promoting a circular economy in manufacturing by leveraging the capabilities of next-generation VIS. Such an approach not only enhances the sustainability of manufacturing processes but also democratizes access to state-of-the-art inspection technologies, thereby expanding the possibilities for autonomous manufacturing ecosystems.
... Finally, Blank and Dorf (2012) consider intellectual property to be a key resource for start-ups. Finally, it is relevant to highlight the work of Osterwalder (2004) which is mainly based on his doctoral study. ...
... In that work, he employs design science to develop an ontology that articulates a firm's business logic, covering product, customer interface, infrastructure, and finance, validated through case studies, expert panels, and managerial reviews (Osterwalder, 2004). ...
This systematic literature review (SLR) identifies and ranks the decisions that can be considered critical for entrepreneurs at the early stage of the start-up process. The sample (N = 56) derived from the SLR contained primary publications from the A + and A journals of the VHB-Journal ranking. Deductive and inductive approaches were used to define the critical decision domains. Then, the relevance of the domains was evaluated using the frequency of the selected studies. A key implication for founders is to understand that not all decisions that could be taken in the early stage may be critical for success. Most critical seems to invest time and effort in the, what we label the internal business and human core (Core People and Product Definition) and the external business and human core (Market segment selection and Partnerships). This study depicts an integrated view of the fragmented field of critical decisions in the context of early-stage start-ups by using a SLR. Thus, it creates value for theory-building and practitioners in entrepreneurship and innovation.
... According to the strategic template Business Model Canvas, cost structure and revenue stream are two business model elements that fall under the financial category [25]. Thus, the financial aspect of business models includes revenue model and cost structure [26]. Financial value is one of the significant elements in the innovation of a business model that focuses on "how to capture value through revenue streams and changing the price-setting mechanisms" [27]. ...
... As per Osterwalder's research [26], the revenue model is referred to by different names in various literature as a business model element. This element of business models has been defined in multiple ways [43]. ...
The AEC industry, including construction consulting, is experiencing digitalization through technologies like Building Information Modeling (BIM), impacting firms’ business models. The traditional hourly-based model does not align with shortened project timelines driven by digitalization, design automation, and product-based approaches. This study uses a case study approach and explores and evaluates four selected alternative revenue models (freemium, subscription, out-come-based, and performance-based) for value creation using a digital tool developed by the consulting firm. The freemium model enhances market reach but requires a high conversion rate. The subscription model offers steady recurring revenue and supports client relationships. Out-come-based and performance-based models link payments to client outcomes and performance metrics, fostering efficiency and competitive advantages. The study identified multiple target markets for this tool and emphasized the importance of a portfolio revenue model to meet specific client needs in the digital era. Implementing alternative revenue models aids return on investments and avoids the digitalization paradox. Construction consulting firms must adeptly manage these models’ complexities to address diverse client needs and leverage digital transformation opportunities.
... The form of presentation, essence and relation of this or that ontology depends on the SA and the tasks of a specific study. Thus, in [17], an ontology for building business models was developed, which covers product characteristics, interactions with customers, infrastructure, and financial aspects of the business model. This ontology mainly takes into account the economic aspects of business activity. ...
... This ontology mainly takes into account the economic aspects of business activity. In this work, the main attention is focused on the part of the general business model, which is performed to a large extent with the use of computer technology and is promising for the introduction of automation -the level of process implementation (process, implementation layer [1,17]). The task is to build the upper level of the BA ontology, which would allow the addition of new objects for different SAs, into which the work results are implemented. ...
... Ukuran keberlanjutan adalah indikator yang menilai keluaran dan dampak keputusan model bisnis (Upward & Jones, 2016). Dalam literatur yang berkembang pesat tentang model bisnis, pendekatan yang sangat populer dan sering dikutip untuk definisi model bisnis dikembangkan oleh (Osterwalder & Pigneur, 2010) berdasarkan ontologi model bisnis sebelumnya (Osterwalder, 2004); (Upward & Jones, 2016). Berdasarkan referensi asli model bisnis Osterwalder tersebut menunjukkan 2.783 kutipan di Google Scholar (2015) dan "telah menciptakan dampak lebih besar daripada kebanyakan disertasi lainnya" (Alt & Zimmermann, 2014); (Upward & Jones, 2016). ...
... Model bisnis merupakan konsep deskripsi holistik, multi-level, melampaui batas, dan dinamis, tentang bagaimana perusahaan melakukan bisnis. Pertimbangan model bisnis yang dijalan kan sebuah perusahaan menjadi aspek penting untuk menentukan bagaimana bisnis tersebut mempunyai keunggulan kompetitif dalam mengartikulasikan proposisi nilai dan elemen lain nya sebagaimana dikembangkan dalam kanvas model bisnis Osterwalder (Osterwalder, 2004). ...
The United Nations established the Sustainability Development Goals (SDGs) in 2015 as the 2030 Sustainability Development Agenda, which provided a comprehensive framework to guide global efforts toward a more sustainable and inclusive future while addressing socioeconomic and environmental issues. As a result, businesses, particularly small and medium-sized enterprises (SMEs) as part of large corporations, are intensely interested in transforming business models towards sustainability. This article investigates the development of articles on sustainable business models (SBM), specifically SBM in SMEs. The study was conducted using articles obtained from the Elsevier Scopus database.The analysis was carried out using bibliographic research techniques using VOSviewer software and content analysis. Based on the study conducted, it was found that SBM had been discovered between 2002 and 2003, although relatively few articles about business models were found, namely 827 out of 16,784 business model documents. Meanwhile, there are far fewer Scopus documents on SBM for SMEs, namely 19 articles, most of which are systematic literature reviews and case studies. Content analysis shows that SBM in SMEs needs to consider adaptation to uncertain environmental and institutional contexts. Regarding strategic content, the need to maintain symbiotic relationships with stakeholders, founder values, social and environmental values, leadership, value-based competencies, and manager commitment is essential for SBM. Developing a sustainable business model for SMEs is carried out by integrating sustainability into its value chain.
... O artigo está organizado em cinco seções, sendo a primeira esta Introdução, seguida V Silva et al. / Desafio Online v.12, n.3, art.1 Set./Dez. (2024) 1-26 Juntamente com a popularização veio o problema da sua utilização de forma inadequada e sem foco por parte de empresários, jornalistas e acadêmicos, sendo que executivos e jornalistas não tinham uma ideia clara sobre o real significado do termo 'modelos de negócios' (Osterwalder, 2004). Segundo Shafer, Smith e Linder (2005) (Teece, 2010) que deve estar ligado, juntamente com os três elementos (criação, captura e entrega de valor) ao processo de inovação, pois a inovação sem estar contida em um modelo de negócio adequado não consegue criar valor para os clientes, nem gerar vantagem competitiva, pouco garantindo o sucesso de um negócio (Chesbrough, 2007). ...
... De forma a sintetizar o conceito, o papel do modelo de negócios é atender a lógica de uma empresa ganhar dinheiro, formando um elo entre estratégia, organização empresarial e a tecnologia da informação e de comunicação (Osterwalder, 2004). O modelo sofrerá forças externas e contínuas tais como concorrência, mudança legal, social ou tecnológica e mudanças nas demandas dos clientes, o que leva a adaptações e ações de resposta por parte dos gestores e da organização e, assim, um modelo de negócios pode desempenhar um positivo e poderoso papel na gestão empresarial (Shafer, Smith & Linder, 2005). ...
A literatura aponta que empresas que possuem modelos de negócios disruptivos são aquelas que conseguem se posicionar de maneira diferenciada em seus distintos mercados por meio da criação de valor para seus clientes obtendo, assim, vantagens competitivas. A criação e a manutenção da vantagem competitiva demandam por estratégias inovadoras que, por sua vez, estão ancoradas na capacidade inovativa de cada organização. No entanto, não foram localizadas revisões de literatura em bases acadêmicas nacionais ou internacionais que relacionassem os temas ‘modelos de negócios’ e ‘capacidade inovativa’ na área de gestão. Deste modo, o objetivo com este estudo é mapear e analisar a produção científica internacional da área de gestão sobre os temas associados Modelos de Negócios e Capacidade Inovativa, combinando uma revisão bibliométrica com revisão integrativa de artigos publicados, entre 2013 e 2022, na base Web of Science. Foram analisados 57 artigos na revisão bibliométrica e 14 na revisão integrativa e os resultados apontam para uma conexão ainda recente entre os temas e os estudos encontrados focam na dinâmica do processo de inovação nas organizações e em conceitos como a inovação aberta, tratando os componentes de modelos de negócios de forma complementar.
... The Business Model Canvas (BMC) [28] simplifies the business concept, by clarifying the organization methods and functions and developing an agile strategy definition framework. The BMC design includes the identification of customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships and cost structure as the main building blocks for the "rationale of how an organization creates, delivers, and captures value [29]. ...
... Osterwalder, Pigneur, Bernarda, et al. [32] proposed another value proposition model, aligned with the BMC [28], called the Value Proposition Canvas (VPC). This model helps a company to design a product or service aligned with the customers' wants and needs. ...
The Balanced Scorecard, developed in 1992 by Kaplan and Norton, has evolved into a communication and strategy execution system widely adopted by organizations across various industries. This article explores the use of an ontology to bridge the gap between strategy management and data within the Balanced Scorecard framework. The Balanced Scorecard Ontology is introduced to store, validate, and analyze knowledge, containing information about the Strategy Map and Quantification Frameworks, essential for evaluating the strategy execution. The proposed ontology is designed, developed, and evaluated using competency questions, and further validated by an online tool. Specifically, the proposed formalization of the Balanced Scorecard framework provides a semantic layer aimed at facilitating an effective Balanced Scorecard implementation, enabling accurate, traceable, and continuous monitoring and improvement of the strategy execution, based on a data-driven approach. The formalization of this knowledge through an ontology encompasses several advantages, such as improved interoperability and validation of the framework's elements, inference of new knowledge, and enhanced communication between different stakeholders. Additionally, managerial implications include ensuring alignment between the Balanced Scorecard and organizational goals, supporting compliance and governance efforts, improving communication and knowledge transfer, enhancing the strategic decision-making process, and facilitating the integration of data into the Balanced Scorecard.
... The overarching goal of the study at hand is to answer this question by developing an analytics canvas. Inspired by Osterwalder's business model canvas [32], the resulting design science artifact contributes towards making analytics projects more comparable as well as accelerating planning and implementation for practitioners and researchers. In the remainder of the paper, extant literature, the theoretical background, and the process of building the analytics canvas are explained. ...
... This tool was developed to help companies design, visualize and revise business models. This is done using nine building blocks that represent the different aspects of a business model [32]. The development of the canvas was based on a deep understanding of the problem to be solved: the design of business models. ...
To utilize the potential provided by data & analytics and to aid in successful project implementation this paper describes the design of a holistic business-oriented canvas artifact. 15 secondary studies, entailing a total of 28 use cases, were analyzed in a case survey. Qualitative content analysis explored and structured analytics project characteristics. Expert interviews were used to validate the findings. The emergent canvas model consists of the seven dimensions (i) goal, (ii) output and value, (iii) method, (iv) resources and costs, (v) communication, (vi) stakeholders and organizational factors as well as (vii) external influences and risks of an analytics project.
... The Business Model Canvas (BMC) was developed by Alexander Osterwalder (2004) in his doctoral work on business model innovation. The definitive version of the BMC was published in 2010 following a collaborative effort by A. Osterwalder and Y. Pigneur, which involved feedback from 470 practitioners across 45 countries engaged through the Business Model Alchemist blog. ...
... Dalam perniagaan, perkara utama yang perlu diketahui dan diambil berat adalah tentang model atau kerangka perniagaan. Perkara tersebut merujuk kepada perancangan bagaimana sesebuah perniagaan menjana pendapatan melalui penjualan barangan atau perkhidmatan (Osterwalder, 2004;Simmons, Palmer and Truong, 2013). Di samping itu, ia membantu sesebuah perniagaan untuk mencipta, menyalurkan dan menambah nilai dalam perniagaan melalui aspek seperti nilai ekonomi, nilai sosial, kombinasi produk, perkhidmatan, imej, pengedaran, maklumat dan peraturan perniagaan, barangan yang berpotensi untuk dipelbagaikan, logistik dan infrastruktur (Markides, 1999;Chesbrough, 2006;Zott, Amit & Massa, 2011;Zott & Amit, 2013). ...
Prestasi perniagaan yang kompeten disokong oleh kerangka perniagaan yang komprehensif. Sejarah membuktikan bahawa model perniagaan Islam yang diterapkan oleh Rasulullah SAW dan para sahabat berjaya membawa masyarakat Islam kepada pertumbuhan ekonomi yang pesat. Namun, terdapat jurang antara formula perniagaan Islam tradisional dengan model perniagaan moden yang cenderung kepada pro-perniagaan, kapitalis dan berasaskan keuntungan semata-mata. Perkara ini berlaku kerana prinsip-prinsip ekonomi berlandaskan ulama tidak dijadikan keutamaan, yang akhirnya menyebabkan ekonomi Islam dipinggirkan oleh sejarah. Pemikiran ekonomi tentang perniagaan, sangat menonjol dalam karya-karya sarjana Islam dan telah menyumbang kepada kemajuan ekonomi pada zaman tersebut. Sehubungan dengan itu, kajian ini akan mengenal pasti tentang asas dan elemen utama dalam perniagaan menurut sarjana ekonomi Islam. Kajian ini menggunakan pendekatan kualitatif dengan reka bentuk fundamental. Pengumpulan data dilakukan melalui analisis dokumen dan Perbincangan Kumpulan Berfokus (FGD) yang melibatkan wakil agensi, usahawan dan ahli akademik dalam bidang perniagaan. Data kemudiannya dianalisis menggunakan kaedah analisis kandungan. Dapatan kajian menunjukkan konsep dan teori perniagaan yang dibangunkan adalah berpandukan al-Quran dan al-Sunnah, dengan penekanan agar pelaksanaan aktiviti perniagaan dilakukan secara beretika serta berlandaskan kepada syariat Islam. Kerangka perniagaan berteraskan kepada akidah, syariah dan akhlak yang menjadi pendorong kepada perniagaan untuk mencapai al-Falah (kejayaan). Competent business performance is supported by a comprehensive business framework. History has proven that the Islamic business model implemented by Prophet Muhammad (PBUH) and his companions successfully led the Muslim community to rapid economic growth. However, there exists a gap between the traditional Islamic business formula and modern business models, which tend to favor pro-business, capitalist, and profit-driven approaches. This gap arises because principles of economics based on Islamic scholars' teachings are not prioritized, resulting in the marginalization of Islamic economics throughout history. Economic thought on business was prominently reflected in the works of Islamic scholars and contributed to economic progress during their era. In this context, this study aims to identify the foundations and key elements of business as outlined by Islamic economic scholars. The study adopts a qualitative approach with a fundamental research design. Data collection was conducted through document analysis and Focus Group Discussions (FGD) involving representatives from agencies, entrepreneurs, and academics in the field of business. The data were then analyzed using content analysis methods. The findings indicate that the business concepts and theories developed are based on the Quran and Sunnah, emphasizing the ethical conduct of business activities in alignment with Islamic ShariaH principles. The proposed business framework is grounded in creed (Aqidah), Islamic law (Syariah), and ethics (Akhlaq), serving as a driving force for businesses to achieve al-Falah (success).
... This will create a brand-new destination where guests can enjoy tremendous food, stellar service, and an environment that inspires the wonder and delight. Alexander Osterwalder (2004) created the conceptual framework of the Business Model Canvas (BMC) on his PhD dissertation on business model innovation. 470 experts from 45 nations were selected from the Business Model Alchemist to work with Osterwalder and Pigneur to create the current version of the canvas, which was published in 2010 (Stenn, 2017) . ...
The Big Bang Steakhouse aims to provide a unique dining experience focusing on high-quality steaks, a diverse menu, excellent customer service and a cosmic ambience inspired by the creation and the mystery of the cosmos. Located in the heart of Wolverhampton city, with a capacity to accommodate 60 to 80 customers at a time this steakhouse will cater both local and visitors looking for a memorable dining experience. This business plan outlines our mission, market analysis, marketing strategies, operational plan, and financial projections, supported by academic and industry research to assure a flawless success for the organisation. To deliver the finest products, the meat will be sourced from one of the distinguished local butchers, who are known for their quality and admirable prices. The menu will encompass some of the exquisite cuts like Rump, Ribeye, Filet Mignon, Fillet, Sirloin, T-bone, Porterhouse, New York Strip, Flank and Skirt. The dining area will carry an amalgamation of modern and classic elements.
... A terceira estratégia abordada no estudo, a ferramenta Canvas, considerada de aplicação prática e visual de fácil compreensão, foi originado a partir da tese de doutorado do suíço Alexander Osterwalder, no ano de 2004, para ser utilizada para modelagem, análise e ideia de negócios (Osterwalder, 2004;Herrera, 2015). Segundo os autores, o Canvas pode ser definido como um modelo de negócios que descreve a lógica de criação, entrega e captura de valor de uma organização. ...
Este estudo tem por objetivo analisar a percepção dos discentes sobre a própria aprendizagem, mediante a utilização das estratégias de ensino Tempestade Cerebral, Grupo Verbalização e Grupo Observação, e o Modelo de Negócios Canvas na disciplina de Empreendedorismo do curso de graduação em Ciências Contábeis de uma Instituição de Ensino Superior pública. A pesquisa, de abordagem qualitativa, teve seus dados coletados por um questionário on-line, com questões abertas que captaram a percepção dos alunos quanto aos seus processos metacognitivos. Através da interpretação dos resultados, por meio da técnica da Análise Textual Discursiva, emergiram três categorias de análise em que foi possível perceber a visão favorável dos discentes com relação a utilização das estratégias. Os resultados remontam ao desenvolvimento da capacidade criativa e de inovação discente, destacam a importância do papel do professor como mediador do planejamento das atividades e as vantagens da promoção da aprendizagem através do trabalho em grupo.
... bermain-main dengan model bisnis tersebut sekaligus belajar mengenai peluang bisnis (Osterwalder, 2004 (Leonnard et al, 2015;Leonnard & Susanti, 2019;Leonnard, 2018a;Leonnard, 2018b). Selain hubungan positif dengan kepuasan, kualitas layanan yang tinggi juga akan menimbulkan loyalitas yang salah satunya melalui Word of Mouth (WOM) (Leonnard et al., 2013;Leonnard et al, 2015). ...
Business models simplify complex business realities into basic elements that are easy to create. The Business Model Canvas (BMC) has been popularized as a tool to help entrepreneurs describe, design, challenge, discover, and spin business models. BMC consists of nine basic building blocks that are used to describe the business model canvas, namely customer segments channels, key resources, key activities, value proposition, revenue stream, costs structure, customer relationship, and key partnership. BMC is often used in entrepreneurship training. In addition, many start-ups in Indonesia that are initiated by students require an effective way to turn ideas into businesses, namely a business model. In this community service study, it is hoped that it can provide more knowledge and practical skills in the business model canvas, as well as develop entrepreneurial potential for students. In the future, a more comprehensive survey research is needed to empirically evaluate the relationship between understanding BMC and increasing entrepreneurial potential for students.
... Decentralization can be described as a database that is not dependent on any particular organization or administrator; but distributed peer-to-peer to each user. Starting from the era of Web 1.0 by Berners-Lee, around 1990-2004 Most are static websites owned by companies, and there is almost no interaction between users and individuals; this era is known as the read-only web. Followed by the Web 2.0 era in 2004, marked by the emergence of social media platforms; the web era evolved into read-write. ...
The purpose of this business model creation thesis is to build a sustainable and profitable learning platform that delivers values to learners and mentors as creators of the courses. With the growing trend of Web3 and blockchain technology, it gives a new hope to make education be more decentralized and accessible for everyone. The best learning occurs when learners are self-directed, in community with others, and engage with high-quality content tailored to their interests. Adopting learn-to-earn model, learners will be rewarded with crypto tokens upon completing work on the platform, creating incentives and removing financial barriers to education. Upon completing credentials, learners and creators obtain a verifiable, universal credential issued by the creator themselves with the use of NFTs. Creating the environment supporting by community and implementing DAO helping to redirecting education that democratize learning for everyone.
... Then, the foodpreneurs were selected randomly represented three areas in Perlis which were Padang Besar, Kangar and Arau. The instruments tested in this study were adapted from nine elements of Business Model Canvas [11,12]. One of the essential elements regarding to this study's finding was channel. ...
Digital technology has forced entrepreneurs and businessmen to reconsider their business models (BMs). Although research on entrepreneurial intention and business models is gaining attention, there is still a large knowledge gap on both fields. In this study, researchers specifically address the financial transaction channels of digitalization on business model practice among foodpreneurs in Perlis. Several channels or platforms such as online banking, financial mobile application, and others banking application are studied. It is to foresee the business model practice among foodpreneurs. In addition, this study employed qualitative method. The data collected was among foodpreneurs that run food and beverages industry in Perlis. Furthermore, this study exposed on the common platforms used by the foodpreneurs. At the end of this study, a digitalization foodpreneurs model was presented and discussed.
... (Herrera, 2015) A ferramenta BMC foi desenvolvida pelo suíço Alexander Osterwalder em 2004 para modelagem, analise e idéias de negócios. (Osterwalder, 2004) Em 2010 a metodologia foi redesenhada a partir da co-criação que envolveu 470 executivos, pesquisadores, consultores e designers. (Osterwalder & Pigneur, 2010). ...
O objetivo desta pesquisa é identificar o efeito dos indicadores econômico-financeiros no preço das ações de empresas listadas na B3. A amostra foi composta de oito indicadores relacionados a liquidez, rentabilidade,
lucratividade e endividamento de doze empresas distribuídas entre os setores de utilidade pública, saúde e materiais básicos. Foram analisados os dados trimestrais, primeiramente no período de 2010 a 2018 e posteriormente de 2019 a 2020, período relacionado a pandemia do COVID-19. Os modelos analisados foram em mínimos quadrados ordinários para dados empilhados (POLS), dados em painel com efeitos aleatórios e efeitos fixos. Para a primeira análise, foi aplicado o modelo de dados em painel com efeitos fixos, apresentando significância estatística para os indicadores de liquidez, rentabilidade, lucratividade e endividamento. Na segunda análise, foi aplicado o modelo de POLS, também apresentando significância estatística para os indicadores de liquidez, rentabilidade, lucratividade e endividamento. Quanto ao efeito dos indicadores econômico financeiros no preço das ações, houve efeitos
positivos, negativos ou nenhum efeito, variando entre os indicadores e modelos analisados.
Palavras-chave: Preço das ações; Indicadores econômico-financeiros; Mercado de capitais; Dados em painel;
Regressão
... Our initial idea was to use computer-aided design for businesses as an alternative to the business plan approach. We worked on those ideas and there was even a prototype in Alex's doctoral dissertation (Osterwalder, 2004) of how that could be implemented, illustrated with XML. So now, today, in Strategyzer, we are implementing exactly that. ...
In this interview-based article, Professor Christian Nielsen summons two of the latest decades’ biggest management thinkers, the two inventors of the Business Model Canvas, Alex Osterwalder and Yves Pigneur, for a conversation about the current challenges for companies in doing business model innovation. According to Alex and Yves, companies face two major challenges. First, companies have inadequate governance structures for allowing innovators to do decent work, and second, the old guard knows jack shit about innovation. Unfortunately, it is precisely the old guard sitting with the management reigns at this time. Our conversation identifies three enablers to help overcome these challenges. First, the enabler is about ensuring leadership commitment and allocating management time to innovation. The second enabler is the ability to kill ideas. This is important, because every company needs to focus its innovation efforts, besides ensuring that budgets and resources are channeled in the most fruitful directions. The third enabler is building an innovation culture that coexists with an exploitation culture and where innovators can thrive. In successful companies, innovators are not pirates; they are highly esteemed contributors to corporate success. Finally, we get a sneak peek at their current work focus.
... Práve hodnota pre zákazníka sa prejavuje v konečnom dôsledku ako zisk (Teece, 2010). Na základe odbornej literatúry (Tapscott, 2001;Osterwalder, 2004;Johnson et al., 2008;Osterwalder, Pigneur 2010;Gambardella, McGahan 2010;Johnson, 2010, Teece 2010; Björkdahl a kol., 2022; Kita a kol., 2023) môžeme dospieť k názoru, že biznis model predstavuje charakteristickú logiku firmy pre tvorbu a jej komercializáciu. ...
Abstract Purpose of the article. The aim of the presented article is to identify and investigate (1) the key factors of importance when buying food as well as (2) the influence of factors on the purchase decision-making of generation Z in Slovakia. Methodology. In the paper, we use a number of scientific and philosophical methods. The article is based on primary research. As part of the evaluation, we use elements of descriptive statistics as well as Exploratory factor analysis (EFA). Findings. The results point to the existence of generic factors, on the basis of which it is appropriate to create business models and thus create better value for the customers of the studied segment. Conclusions. The results point to the key factors in the creation of value for generation Z in Slovakia, as well as the decision-making of generation Z in Slovakia. For scientific research, it represents a basic orientation about the current situation. From the point of view of practice, the results provide guidance on what factors marketing managers should focus on when creating their business model in the field of food retailers.
... The best-known and most popular technique to specify business models is without much doubt the Business Model Canvas (BMC), which is described in a handbook for practical use (Osterwalder and Pigneur, 2010). The BMC technique is based on the research work in an earlier dissertation (Osterwalder, 2004) and complemented with a simple, intuitive graphical specification technique. The structure of the BMC is shown in Figure 11.1. ...
In this chapter, we first take a look at the specification of business models, taking a popular organization-centric approach and a typical ecosystem-centric approach. Next, we explore
the precise relation between business models and process models, based on these two selected approaches. Then, we pay attention to the mapping of elements in business models to constructs in process models. For reasons of brevity, we discuss one approach that is based on the selected ecosystem-centric approach (as this includes the interesting aspect of inter-organizational business processes). We contextualize all of this in the setting of the digital transformation. We end the chapter with a few short conclusions.
... Salah satu program PkM yang sering dilakukan adalah pelatihan Business Model Canvas (BMC). BMC merupakan sebuah kanvas bisnis yang dikemukakan oleh Osterwalder [9] yang dapat digunakan untuk mendokumentasikan dan mengembangkan sebuah model bisnis. Salah satu daya tarik utama yang ditawarkan BMC adalah penyederhanaan dan konsep model bisnis yang rumit yang kemudian dapat disajikan hanya dalam satu halaman saja. ...
Kegiatan Pengabdian kepada Masyarakat (PkM) ini bertujuan untuk memberikan pendampingan kepada Badan Pengurus Cabang Himpunan Pengusaha Muda Indonesia Bantul (BPC HIPMI Bantul) dalam mengembangkan artefak kartu yang dapat dimanfaatkan dalam proses pemetaan model bisnis melalui business model canvas (BMC). Salah satu permasalahan yang dihadapi BPC HIPMI Bantul adalah kurangnya literasi bisnis yang membuat proses pemetaan dengan BMC maupun upaya untuk berinovasi menjadi kurang maksimal. Dengan menggunakan metode design science research methodology, artefak kartu dikembangkan, didemonstrasikan dan dievaluasi manfaatnya melalui dua workshop BMC. Berdasarkan hasil evaluasi yang didapatkan workshop, artefak kartu yang dikembangkan melalui PkM ini memiliki peran positif dalam membantu proses pemetaan model bisnis BMC menjadi lebih terarah, mudah, dan menarik. Artefak kartu juga diyakini dapat meningkatkan kreatifitas, kemampuan berpikir kritis, dan pada saat yang sama, juga mampu meningkatkan literasi bisnis peserta. Pengembangan artefak kartu menjadi kontribusi utama yang menjadikan kegiatan PkM ini berbeda dibandingkan dengan program-program PkM sebelumnya di bidang pemetaan model bisnis yang hanya berfokus pada pelatihan ataupun implementasi BMC.
... It estimates which value an organization offers one or more target customers, how it should be performed and through which channels. The business model also explains how the value for products or services is created in relation to partners, suppliers, and own capabilities (Osterwalder, 2004). The goal is to create profitability and sustainable revenue, and to minimize costs. ...
Building houses is a complicated matter. Now, the building process is a bit simpler and supported by composite e-services-a portal mittbygge.se. For the private builder and even for professionals, the building process is hard to grasp, to follow, and to estimate by costs. Building permits can now be applied through an e-service. This service handles transactions from the citizen to the local authority by integrating the business process of different players. Some thirty citizens, who have recently been through the building process, were interviewed. From these interviews, the citizen needs, process, and perspectives were considered. As a result, we adapted language, services, and the structure of the portal to the needs of the citizens. The project was a public private partnership, as well. This colored the project from the beginning to the end and it was a big success. A business model was developed. This business model is the base for the company created within the project. Now, the company works in real operation and has customers. The involved government authorities have a cooperation agreement with the company, and the authorities own the brand of the portal (mittbygge.se).
... Classically, a business model refers to how an organization rationally creates (by bringing technology to the market and offering it to the customer, the value proposition), delivers (by articulating users' needs and mobilizing a network of stakeholders, customer segments, channels and relationships), and captures value (by presenting the structure of key activities, revenues, expenses, and profits) [20,21]. It is a conceptual tool that acts as an intermediary between companies and the broader socio-technical system, facilitating the entry of new technologies into the regime [4,22,23]. ...
In the transition to electric mobility (EM), business model innovation plays a crucial role in expanding the use of electric vehicles and increasing acceptance of this technology. The transition pathways differ between countries in the largest economies and those in Latin America. Brazil presents a unique scenario, benefiting from an early start with biofuels, the production of flex-fuel vehicles, predominantly renewable electric energy generation (>80%), and the absence of a structured national policy aligned with local governments. This study introduces a framework that surveys and categorizes businesses in EM, relating them to sustainable development aspects and regulatory maturity. It builds a solid conceptual foundation, incorporating data from technical and commercial events, as well as interviews with Brazilian specialists for validation. The proposed framework aids in understanding the Brazilian context, identifying regulatory gaps, and developing a common language to advance studies on business model innovation, contributing to electromobility studies in Latin America. Additionally, it can guide the construction of regional and local public policies and help identify more sustainable projects.
... One of the main framework proposals for creating business models is the business model canvas (Osterwalder, 2004). This model allows for a lean but holistic view to promoting understanding, discussion, creativity, and analysis of projects so that stakeholders can jointly assess the various risks related to their execution. ...
Purpose: This article aims to analyze entrepreneurs’ perceptions about the contributions of Model C in modeling their social businesses. Originality/value: The study contributes theoretically and empirically when addressing social businesses linked to opportunities and their development challenges by using the Model C tool in its modeling, exploring institutional integration, and allowing a holistic, systemic structure of value creation activities. Design/methodology/approach: The study adopts a qualitative method of a descriptive type based on multiple cases in three Brazilian social businesses. For data collection, an interview script developed from the analysis categories of the Model C framework was applied, as well as the interviewees’ perception of how the tool helps the development of their business model, direct observation, and documentary analysis. The analysis of the results was performed with the aid of the software ATLAS.ti. Findings: Based on the assumption that a social business model mixes several institutional logics, combining social and financial missions in a balanced way, the results show that Model C can structure the business’s organizational capacity and social value. However, it cannot fully quantify the financial value generated by social businesses, leading the social entrepreneur to use complementary financial tools. There is evidence for the creation of new tools that assist in obtaining innovative solutions to address societal challenges.
... There are various ways in which BMs can be described conceptually in the literature (Szopinski et al., 2022). These include the BMC (Osterwalder, 2004), the VISOR model (El Sawy & Pereira, 2013), and the V 4 model (Al-Debei & Avison, 2010). The BMC, which classifies a business model according to nine essential building blocks, is a conceptualization tool for business models that is equally accepted and widespread in both research and practice. ...
EU regulations and business result in a growing awareness of the benefits of inter-organizational data sharing. However, data sharing is often hindered by obstacles such as potential data misappropriation and perceived risks that outweigh possible benefits. One mitigation strategy is using a data trustee-a neutral data intermediary-that addresses these challenges and ensures secure and trusted data sharing. These data trustees uphold the rights of the data provider and give the data user legal assurance and clarity about what they are allowed to do with the data they obtain. Data trustees are still a novel phenomenon, and only a few are operating in the market. In our paper, we shed explore the characteristics of data trustees through a business model lens.
The article determines the strategy for the development and transformation of Ukraine’s agricultural system in the process of accession to the EU. This article analyzes the most common contemporary political systems and business models of agriculture in the world. On this basis, the current model of the agricultural system of Ukraine was compared with the most common models in European and American countries. The scope of the analysis concerned the historical, economic, and organizational conditions of individual models, their properties, and development prospects in the context of the needs of Ukrainian agriculture. For this purpose, SWOT analysis was used, among others, which allowed the most credible scenarios for the development of Ukraine’s agricultural sector to be verified. The conducted research allowed not only to systematize the literature in the area of agricultural business models but also to formulate the author’s vision for agricultural business models and agrarian system models.
This chapter discusses the manufacturing tool Key efficiency indicator (KPI). It began by reviewing the definitions and concepts of the primary research carried out on the reported tool to explain the implementation process and the benefits its application brings to organizations. A case study was conducted to increase the efficiency KPI of the assembly line of a German automotive electrical harness company, where the state of the production line was determined with lean tools such as the CTQ diagram (Critical Quality Parameters), the SIPOC diagram (Supplier Inputs Process Outputs Customers), and the Value Stream Graph (VSM), which together with the process metrics, showed a real panorama of the line. To analyze the root cause, the factors that intervene, and based on the results, the techniques applied to solve the causes that generate the lack of compliance with the efficiency KPI were determined. The average uptime of the line before the improvements was 1245 min per day, and with the implementation of the lean tools, it increased to 1350 productive minutes per day, demonstrating a significant efficiency increase in the line of 8% of productive minutes per day.
The aim of this chapter is to describe and discuss the potentials for developing new, alternative business models for cultural tourism. This chapter begins with a short presentation of the business model concept, where we particularly focus on the booming literature on new and alternative business architectures, which combine economic goals with social, and/or environmental concerns. Moreover, we stress how the contractual arrangement tying the stakeholders together is an overlooked factor in explaining business model innovation. A case example subsequently illustrates how new forms of contracting and financing mechanisms can potentially promote tourism and local development in Granada.
This study explores the application of the Business Model Navigator framework to enhance business models within the real estate sector, particularly in response to recent technological advancements and shifting market dynamics. By analyzing two case studies—a traditional luxury property developer and a blockchain-based tokenisation platform—the research demonstrates how selected BMN patterns can drive value creation, improve operational efficiency, and enhance scalability. The traditional luxury real estate model, while excelling in delivering high-end properties and tailored customer experiences, faces significant scalability challenges due to its capital-intensive nature. In contrast, the blockchain-based tokenised model offers improved liquidity and broader market accessibility by enabling fractional ownership, though it encounters obstacles related to regulatory compliance and market acceptance of blockchain technology. This research concludes that both models can significantly benefit from the strategic incorporation of BMN patterns, which enhance adaptability and competitiveness in an evolving real estate landscape. The findings offer strategic recommendations for both traditional and innovative real estate companies seeking to optimise their business models through the use of BMN patterns.
Purpose
This paper aims to propose a reconfiguration of the business model canvas (BMC) to highlight the relevant, and often critical, role of digital technologies (DTs).
Design/methodology/approach
The authors review the business model literature to further clarify its dynamic nature (expressed by innovation, adaptation and experimentation) and the factors that may affect it. Ultimately, to better capture the role of DTs, the authors posit a new iteration of the BMC (namely, the digital business model canvas [DiBMC]).
Findings
Historically, DTs were not clearly represented in the BMC, often resulting in them being disparately woven into other boxes or not clearly captured at all. By reconfiguring the nine original building blocks, and adding two new ones related to DTs, the DiBMC supports a more complete visualization of how value is created and the role of DTs.
Originality/value
DTs are too relevant in today’s business environment to not more formally model them on BMCs. The proposed reconfiguration of the BMC into the DiBMC improves the utility of the tool for practitioners, scholars and students alike.
After World War I, an architectural and urban movement for protecting heritage emerged. An important turning point for urban conservation was when the focus shifted from the process itself towards questioning why to conserve (what are the values being safeguarded) and for whom? Adaptive Reuse of Cultural Heritage became a two faceted tool which tackles contemporary needs with high quality reuse projects and provides evidence of the multilayered positive impacts. Although there is no commonly agreed upon definition of cultural entrepreneurship, the authors define it as a set of activities aimed at harnessing a cultural business opportunity. The novelty stands in being innovative in transforming cultural values into economic values. The process of creating new adaptive reuse of heritage buildings is about the business of transforming abandoned, underused or not in use cultural heritage into common goods which reflect needs and aspirations of the contemporary local community with respect to environment and social practices and interactions. It is timely for cultural entrepreneurs to embrace circular and innovative organizational forms of business and finance for managing their cultural activities. Cultural entrepreneurship is auspicious because it endows innovative concepts on quantity, quality and manipulation of resources in tandem with novel ways of empowering consumers, prosumers and the community at large in governing the common goods. This paper illustrates the process of developing a circular business model for adaptive reuse of cultural heritage in line with the guidelines of the Historic Urban Landscape approach. It also delineates how the circular business model workshops were conducted throughout H2020 project CLIC and what were the main results.
Governments endorse R&D promotion policies to correct for potential market failure that is caused by R&D’s positive externalities and the discrepancies between the social and private rates of return to R&D. The logical connection of the Quadruple-Helix model with the characteristics of the sectoral specialisation of the economies of the regions in terms of their innovation potential and priority areas for the development of scientific research and innovation will be investigated in this chapter. A special focus will be on the digitalisation acting as a push factor for the processes. The advantages of this approach are with the web-based services and with the established Centre of Excellence could assist SMEs from limited area, but also with the web-based services will grant the SME a number of scenarios they could follow or adjust to their specific needs.
This chapter explores how educators can use generative AI (GenAI) to support and enhance both the development of teaching content and the preparation to deliver the content. The chapter begins with a conceptualisation of teaching as a combination of routine tasks which can be easily automated and specialised tasks in which the nuanced knowledge, expertise, and experience of the educator are compulsory. GenAI tools are viewed as enablers that make it easier for educators to prepare for and to deliver personalised, engaging, and high-quality educational experiences. With the aid of several practical cases using ChatGPT, the chapter provides a clear and detailed guide on how GenAI can be applied to facilitate curriculum development, support lesson preparation, and automate content creation. The broader message of the chapter is that integrating GenAI into lesson preparation and content development helps educators to save a lot of time from routine tasks. They can then invest the saved time on enriching course content and elevating student engagement. With this, education will remain relevant, adaptive, and aligned with the demands of the twenty-first century.
Over the past twenty years, business activities related to opportunities provided by New Space have undergone constant change. These changes challenge existing business models and value chains. In this work, we discuss these changes based on the literature, expert interviews, and case examples from the industry. We demonstrate eight different value chains in New Space business. These include conventional value chains as well novel ones, all in the context of space business. The value chains investigated are at different levels of abstraction and include data, hardware, intellectual property, prestige, mission planning, tourism, and space services. The eighth value chain is an aggregated overview of the whole of New Space business. Furthermore, we discuss business opportunities within these value chains and provide insights into totally new business model value chains that are emerging in New Space. Lastly, we consider feedback loops in the value chains of New Space that should be understood by academic researchers and business managers.
В научной статье исследуются оптимальные цифровые бизнес-модели для отечественных предприятий в условиях санкционных ограничений. Проанализированы основные направления, подвергшиеся санкционному воздействию и последствия для отечественных промышленных предприятий. Определены и исследованы основные инструменты цифровых бизнес-моделей. Рассмотрена реализация данных цифровых бизнес-моделей на отечественных предприятиях, их степень внедрения и трудности в данном процессе. На основе результатов анализа показано, что внедрение актуальных цифровых бизнес-моделей в рамках концепции индустрии 4.0 является движущей силой для успешного развития предприятий в условиях санкционных ограничений.
The scientific article examines the optimal digital business models for domestic enterprises in the conditions of sanctions restrictions. The main directions that have been sanctioned and the consequences for domestic industrial enterprises are analyzed. The main tools of digital business models are identified and investigated. The implementation of these digital business models at domestic enterprises, their degree of implementation and difficulties in this process are considered. Based on the results of the analysis, it is shown that the introduction of up-to-date digital business models within the framework of the Industry 4.0 concept is the driving force for the successful development of enterprises under sanctions restrictions.
Strategy has been defined as “the match an ovganization makes between its internal resources and skills … and the opportunities and risks created by its external environment.” 1 During the 1980s, the principal developments in strategy analysis focussed upon the link between strategy and the external environment. Prominent examples of this focus are Michael Porter's analysis of industry structure and competitive positioning and the empirical studies undertaken by the PIMS project. 2 By contrast, the link between strategy and the firm's resources and skills has suffered comparative neglect. Most research into the strategic implications of the firm's internal environment has been concerned with issues of strategy implementation and analysis of the organizational processes through which strategies emerge. 3
Nike has received criticism regarding the ethics of its operations in Vietnam. We examine this criticism by ethical analysis and by on-site inspection of one of its factories. We conclude that ethical decision making in business is often complicated and multidimensional. Some criticisms of Nike have been unfair but have benefited Asian workers and have promoted the principle that firms are responsible for the actions of their subcontractors. These subcontractors now have a heightened sense of responsibility for providing a good work environment, and their presence has had some desirable consequences for the awakening economy of Vietnam.
this paper we introduce Ontologies as a basis for modelling enterprises. An ontology "consists of a representational vocabulary with precise definitions of the meanings of the terms of this vocabulary plus a set of formal axioms that constrain the interpretation and well-formed use of these terms." [Campbell & Shapiro 95]. Axioms provide the basis of an ontology's deductive capability. We begin by introducing the concept of a Generic Enterprise Model (GEM). We then extend the concept of a GEM to a Deductive Enterprise Model (DEM) and then briefly review research to date
At first glance, there seems to be a broad understanding regarding business models. However, a more thorough analysis of existing resources paints a different picture. The term 'business model' often remains undefined and a consensus on the elements of business models is lacking. An analysis of various sources, such as electronic databases, conference proceedings, and EM - Electronic Markets itself supports this statement. Nevertheless, business models are largely believed to determine the success of an electronic venture. To establish some structure and to identify the critical components of business models, the existing definitions and approaches were analysed and led to a model, which differentiates six business model elements. This model is also used to position the articles submitted to this special issue of EM - Electronic Markets.
Under capitalism there is a potential for increasing socioeconomic complexity and greater specialization of skills. 1 One implication is that there is a potential for increasing inequalities of wealth, income, and power on both a national and international scale. What follows is an updated, broad-brush account of possible future developments in a knowledge-intensive capitalist economy. They can themselves be manifest in different ways, in a number of quite different institutional frameworks (Hodgson 2001).
Abstract This paper examines in detail the meaning of two frequently used—and misused—terms, namely, “business model” and “strategy”. It is argued that as used by leading thinkers these two terms might reasonably be interpreted as having roughly equivalent meanings. However, we argue that there is another distinct and potentially useful role for the term “business model”. In this role, strategies would be treated as grounded firmly in the real world, whereas business models would be,treated as abstractions of firms’ real-world strategies. Such abstractions, it is argued, have attracted the attention of so many researchers because they are useful for evaluating alternative possible future ways,of building profitable businesses. Keywords
In studying strategic information systems (IS) alignment, it is important to examine the associated processes over time rather than viewing alignment as an isolated event. This article focuses on how organizations undergo a series of interdependent changes in business strategy and IS strategy in order to increase the alignment between them. Based primarily on detailed case studies of changes over long time-periods in three organizations, the research suggests that this process of adaptation and change, which allows alignment to occur, is more complex than previously believed. While efforts to achieve alignment between IS and the business do sometimes produce alignment, they often go astray. There are three such potentially problematic trajectories—excessive transformation, paradoxical decisions, and uncertain turnarounds. This article identifies some factors explaining why organizations might pursue these problematic trajectories and offers some suggestions for avoiding them.
A methodology for conducting the case study of a management information system (MIS) is presented. Suitable for the study of a single case, the methodology also satisfies the standard of the natural science model of scientific research.This article provides an overview of the methodological problems involved in the study of a single case, describes scientific method, presents an elucidation of how a previously published MIS case study captures the major features of scientific method, responds to the problems involved in the study of a single case, and summarizes what a scientific methodology for MIS case studies does, and does not, involve.The article also has ramifications that go beyond matters of MIS case studies alone. For MIS researchers, the article might prove interesting for addressing such fundamental issues as whether MIS research must be mathematical, statistical, or quantitative in order to be called "scientific". For MIS practitioners, the article's view of scientific method might prove interesting for empowering them to identify, for themselves, the pint at which scientific rigor is achieved in an MIS research effort, and beyond which further rigor can be called into question, especially if pursued at the expense of professional relevance.
Mass customization is seen more and more as an application of electronic commerce rather than a manufacturing approach. The paper sets a framework for value generation in mass customization based business models. Traditionally, mass customization was argued to be possible due to the capabilities of modern manufacturing technology. We argue that these capabilities are supplemented by a new set of economies arising not from new possibilities in the fulfillment system, but from a better knowledge position and switching costs resulting from the direct interaction with each customer provided by innovative applications of electronic commerce. By examining and structuring the underlying economic principles of mass customization, not only the limits and constraints, but also the benefits of this competitive approach will be better understood. For better planning mechanisms, the value and costs of a single process have to be known. In this context, we want to provide a starting point for further exploration.
Der Begriff „Geschäftsmodell“ bzw. englisch „business model“ ist mit der Verbreitung des Electronic Commerce in der Zeit von 1996–2000 zum Modewort avanciert und wird ebenso häufig wie uneinheitlich in journalistischen wie wissenschaftlichen Quellen verwendet.
■ Der Artikel rekonstruiert die Verwendung des Begriffs „Geschäftsmodell“ und seine unterschiedlichen Bedeutungen. Ausgehend vom Begriffsverständnis, das in der Literatur anzufinden ist, wird eine Arbeitsdefinition erarbeitet.
■ Der Begriff wird von anderen, bisweilen synonym verwendeten Begriffen abgegrenzt und die Berechtigung und der Nutzen eines eigenständigen Begriffs „Geschäftsmodell“ in der wirtschaftswissenschaftlichen Forschung wird erörtert. Dabei wird auch auf ein möglicherweise geändertes Konzept der strategischen Planung Bezug genommen.
This chapter intrudes the book that focuses on e-Business. The book is divided into four parts, each of which discusses e-Business in the context of one of the following topics: ontologies and taxonomies, markets and strategies, performance measurement and value creation, and applications and services. The book combines material by scholars mainly from the business school, information systems (IS), and computer science areas. The first part of the book on ontologies and taxonomies presents contributions that largely seek to understand the concept of e-Business model and its relationship to other areas and to delineate e-Business models into their component parts. The second part of the book on markets and strategies combines material on both external (market) factors and internal (organizational) strategy making. The third part of the book on performance measurement and value creation identifies some of the methods and tools for evaluating success and failure factors from e-Business, which is a perennial theme within the literature. In the fourth part of the book, the accent is on software applications and services used in e-Business. This covers the development and implementation of emerging technologies for healthcare, supply-chain e-Management systems, and Web services. Indeed, all the chapters in this book point to the need for more rigor and relevance in both developing and implementing e-Business solutions.
Executive Overview
In November 1998, authors of papers in the special issue met to discuss their papers, receive feedback, and integrate themes. After the presentations, the authors devoted a morning to discussion of common themes in the papers, and the identification of opportunities for further integration and research. This article presents a synthesis of those discussions.
Many of the pioneers of Internet business, both dot-corns and established companies, have competed in ways that violate nearly every precept of good strategy. Rather than focus on profits, they have chased customers indiscriminately through discounting, channel incentives, and advertising. Rather than concentrate on delivering value that earns an attractive price from customers, they have pursued indirect revenues such as advertising and click-through fees. Rather than make trade-offs, they have rushed to offer every conceivable product or service. It did not have to be this way - and it does not have to be in the future. When it comes to reinforcing a distinctive strategy, Michael Porter argues, the Internet provides a better technological platform than previous generations of IT. Gaining competitive advantage does not require a radically new approach to business; it requires building on the proven principles of effective strategy. Porter argues that, contrary to recent thought, the Internet is not disruptive to most existing industries and established companies. It rarely nullifies important sources of competitive advantage in an industry; it off en makes them even more valuable. And as all companies embrace Internet technology, the Internet itself will be neutralized as a source of advantage. Robust competitive advantages will arise instead from traditional strengths such as unique products, proprietary content, and distinctive physical activities. Internet technology may be able to fortify those advantages, but it is unlikely to supplant them. Porter debunks such Internet myths as first-mover advantage, the power of virtual companies, and the multiplying rewards of network effects.. He disentangles the distorted signals from the marketplace, explains why the Internet complements rather than cannibalizes existing ways of doing business, and outlines strategic imperatives for dot-coms and traditional companies.
When choosing distribution channels, companies need to rely on design principles that are aligned with their overall competitive strategy. Accelerating technological change, heightened marketplace demands, more aggressive global competition, and shifts in the workforce and population demographics are affecting distribution channels, forcing companies to reconsider fundamental assumptions about how they reach their markets. The magnitude of change demands a strategic perspective that views channel decisions as choices from a continually changing array of alternatives for achieving market coverage and competitive advantage — subject, of course, to the constraints of cost, investment, and flexibility. Tactical responses, based on maintaining power balances, managing conflicts, and minimizing transaction costs to pursue greater efficiency, will not suffice.
Benetton is rethinking its global network of suppliers and distributors and defying conventional wisdom in the process. Its efforts may prove to be a model for other companies with far-flung operations.
Building on Thompson's (1967) typology of long-linked, intensive, and mediating technologies, this paper explores the idea that the value chain, the value shop, and the value network are three distinct generic value configuration models required to understand and analyze firm-level value creation logic across a broad range of industries and firms. While the long-linked technology delivers value by transforming inputs into products, the intensive technology delivers value by resolving unique customer problems, and the mediating technology delivers value by enabling direct and indirect exchanges between customers. With the identification of alternative value creation technologies, value chain analysis is both sharpened and generalized into what we propose as a value configuration analysis approach to the diagnosis of competitive advantage. With the long-linked technology and the corresponding value chain configuration model as benchmark, the paper reviews the distinctive logic and develops models of the value shop and the value network in terms of primary activity categories, drivers of cost and value, and strategic positioning options.
Although a considerable amount of research in personality psychology has been done to conceptualize human personality, identify the ''Big Five'' dimensions, and explore the meaning of each dimension, no parallel research has been conducted in consumer behavior on brand personality, Consequently, an understanding of the symbolic use of brands has been limited in the consumer behavior literature. In this research, the author develops a theoretical framework of the brand personality construct by determining the number and nature of dimensions of brand personality (Sincerity, Excitement, Competence, Sophistication, and Ruggedness). Tc, measure the five brand personality dimensions, a reliable, valid, and generalizable measurement scale is created. Finally, theoretical and practical implications regarding the symbolic use of brands are discussed.
Keeping track of the revenue stream is important, but it's equally important to track the flow of knowledge and intangibles.
Management tools such as strategic planning, benchmarking, pay-for-performance, outsourcing, customer segmentation, reengineering, balanced scorecard, and total quality management garner considerable attention in the popular management literature. Companies throughout the world spend millions of dollars each year implementing a dozen or so of these tools. This survey examines the usage of these tools over a seven-year period, assesses user satisfaction with the tools, and attempts to correlate tool usage with company performance. It identifies tools that have been consistently used over time as well as those that seem to have been passing fads.
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Manufacturers must accurately understand user needs in order to develop successful products‐but the task is becoming steadily more difficult as user needs change more rapidly, and as firms increasingly seek to serve “markets of one.” User toolkits for innovation allow manufacturers to actually abandon their attempts to understand user needs in detail in favor of transferring need‐related aspects of product and service development to users along with an appropriate toolkit.
User toolkits for innovation are specific to given product or service type and to a specified production system. Within those general constraints, they give users real freedom to innovate, allowing them to develop their custom product via iterative trial‐and‐error. That is, users can create a preliminary design, simulate or prototype it, evaluate its functioning in their own use environment, and then iteratively improve it until satisfied. As the concept is evolving, toolkits guide the user to insure that the completed design can be produced on the intended production system without change.
Pioneering applications in areas ranging from the development of custom integrated circuits to the development of custom foods show that user toolkits for innovation can be much more effective than traditional, manufacturer‐based development methods.
In this interview, international strategy guru Gary Hamel explains the thinking behind his new book, Leading the Revolution. He believes that the impetus for radical change in a business must come from the ideas and energies of the people within the company, not from consultants or external advisors. He also believes that innovation and radical change will be necessary for wealth creation in the coming years – change not only in products and processes, but change in entire business models as well. The interview includes Hamel’s guidelines for those at any level of an organization who may have ideas about new opportunities that can revolutionize the company or the industry.
This study analyzes organization of economic activity within and between markets and hierarchies. It considers the transaction to be the ultimate unit of microeconomic analysis, and defines hierarchical transactions as ones for which a single administrative entity spans both sides of the transaction, some form of subordination prevails and, typically, consolidated ownership obtains. Discusses the advantages of the transactional approach by examining three issues: price discrimination, insurance, and vertical integration. Develops the concept of the organizational failure framework, and demonstrates why it is always the combination of human with environmental factors, not either taken by itself, that causes transactional problems. The study also describes each of the transactional relations of interest, and presents the advantages of internal organization with respect to the transactional condition. The analysis explains why primary work groups of the peer group and simple hierarchy types arise. The same transactional factor which impede autonomous contracting between individuals also impede market exchange between technologically separable work groups. Peer groups can be understood as an internal organizational response to the frictions of intermediate product markets, while conglomerate organization can be seen as a response to failures in the capital market. In both contexts, the same human factors, such as bounded rationality and opportunism, occur. Examines the reasons for and properties of the employment relation, which is commonly associated with voluntary subordination. The analysis attempts better to assess the employment relation in circumstances where workers acquire, during the course of the employment, significant job-specific skills and knowledge. The study compares alternative labor-contracting modes and demonstrates that collective organization is helpful in enhancing the acquisition of idiosyncratic knowledge and skills by the work force. The study then examines more complex structures -- the movement from simple hierarchies to the vertical integration of firms, then multidivisional structures, conglomerates, monopolies and oligopolies. Discusses the market structure in relation to technical and organizational innovation. The study proposes a systems approach to the innovation process. Its purpose is to permit the realization of the distinctive advantages of both small and large firms which apply at different stages of the innovation process. The analysis also examines the relation of organizational innovation to technological innovation. (AT)
This paper analyzes the availability of electronic customer relationship management (E-CRM) features on retail Web sites and their relationship to consumer satisfaction and site traffic. The top 100 specialty store, standard retail store, and Internet retailer Web sites were analyzed for the presence of 41 E-CRM features. The availability of these features was then assessed for their relationship with consumer traffic to the site and customer satisfaction with the site. Internet retailers were significantly more likely to have E-CRM attributes on their site. However only the chat feature, spare parts availability, gift certificate purchase, mailing address, search engine, links, and a company profile were associated with customer satisfaction. No E-CRM feature was associated with customer traffic to a site. Standard retailers appear to be behind in implementing E-CRM features in current operations. It is not clear that retailers understand what aspects of E-CRM will be important in customer satisfaction.
Product R&D at many companies is a major bottleneck. The difficulty is that fully understanding the needs of just a single customer can be an inexact and costly process - to say nothing of the needs of all customers or even groups of them. In the course of studying product innovation across many industries, authors Stefan Thomke and Eric von Hippel have found several companies that have adopted a completely new, seemingly counterintuitive, approach to product R&D. Essentially, these companies have abandoned their efforts to understand exactly what products their customers want; instead, they equip customers with tool kits to design and develop their own products. Doing so can create tremendous value, but capturing that value is hardly a simple or straightforward process. Not only must a company develop the right tool kit, but it must also revamp its business models and management mind-set. When companies relinquish a fundamental task-such as designing a new product-to customers, the two parties must redefine their relationship, and this change can be risky. With custom computer chips, for instance, companies traditionally captured value by both designing and manufacturing innovative products. With customers taking over more of the design, companies must now focus more on providing the best custom manufacturing. In other words, the location where value is created and is captured changes, and companies must reconfigure their business models accordingly. This article offers basic principles and lessons for industries undergoing such transformations.
After explaining why business executives and academics should consider thinking about a rigorous approach to e-business models, we introduce a new e-Business Model Ontology. Using the concept of business models can help companies understand, communicate and share, change, measure, simulate and learn more about the different aspects of e-business in their firm. The generic e-Business Model Ontology (a rigorous definition of the e-business issues and their interdependencies in a company's business model), which we outline in this paper is the foundation for the development of various useful tools for e-business management and IS Requirements Engineering. The e-Business Model Ontology is based on an extensive literature review and describes the logic of a "business system" for creating value in the Internet era. It is composed of four main pillars, which are product innovation, infrastructure management, customer relationship and financials. These elements are then further decomposed.
