01/06/2015 1 conceptual business models and ontology's a design perspective eglobal, 17 th bled...
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18/04/23
1
Conceptual business models and ontology'sA design perspective
eGlobal, 17th Bled eCommerce ConferenceJune 21- 23, 2004
Harry Bouwman, TUDelft
ICT, Faculty TPM, Delft University of Technology
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Out line
• From hype to design • Projects
• Business models 2000-2001definition, taxonomy’s, assessment of Internet start ups
• Business Models for Innovative Telematics Applications 2002: 20 case studies: location aware, mobile and broadband services
• Freeband B4U 2003-2004design methodology oriented
• Freeband Uexperience 2004-2008actual design, mock ups, demonstrators, prototypes,….
.. .
.. .
A SP
eTail
B roker
Combined roles in companies ,based on:
Process Design
Type of service
• e-Commerce• Mediation• Appl ication hosting• ...
RevenueModels
• Flat fee (subscription)• Charge per transaction• Usage-based charging• Sponsoring• ...
Service RevenueSources
Combined revenue models
Tariff scheme &revenue flow
Specific service
• CD/DVD Webshop• Internet digital
music portal• ERP-application
serviceprovisioning
• ...
Specific applications
• System architecture• Software architecture• Specific web server• specific database• ...
• Subscription fee• Charge per transaction• Advertisement•...
BusinessModel
Roles & relations
•Strategy•Capabilit ies•Customer value
BusinessCase
Abstraction
BusinessDesign
Specification
• Subscription: $25• Transaction fee:
$1.25 + 5% of value• Advertisement: $79
/1000 hits
Technical viewpoint Financial viewpointOrganisational viewpoint
Value offering& creation
Value system
Bro-ker
eTail
ASP
……….
Business cases
F ……..
Business models
Strategy
Processes
Businessmodelling
ResourcesCapabilities
Channels
Channels
Channels
IT-infrastructure
Customervalue
Revenue models
Access to
customer
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Descriptive framework
SERVICE OFFERING
Value propositionMarket segment
TECHNOLOGY ARCHITECTURE
Functionality required
FINANCE ARRANGEMENTS
Cost structureProfit potential
ORGANIZATIONARRANGEMENTSStructure of value
network
TECHNICAL DEVELOPMENTSECONOMIC VALUE
e.g. UMTS, Web servicese.g. profit, branding
BUSINESS MODEL
CUSTOMER VALUE
e.g. usefulness
MARKET OPPORTUNITIESe.g. improvement of communication in Healthcare
REGULATORY CHANGESe.g. Unbundling of value chain
SERVICE OFFERING
Value propositionMarket segment
TECHNOLOGY ARCHITECTURE
Functionality required
FINANCE ARRANGEMENTS
Cost structureProfit potential
ORGANIZATIONARRANGEMENTSStructure of value
network
TECHNICAL DEVELOPMENTSECONOMIC VALUE
e.g. UMTS, Web servicese.g. profit, branding
BUSINESS MODEL
CUSTOMER VALUE
e.g. usefulness
MARKET OPPORTUNITIESe.g. improvement of communication
REGULATORY CHANGESe.g. Unbundling of value chain
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ActorsResources &Capabilities
Value activities
Perform
Combine to
Delivered value
Have
Are used in
Costs
Generate
Value network
Interactions
Consists of
Consists of
Technologicalarchitecture
Is a
Have
Strategies & goals
Have
To participate in
Investmentsources
Roles
Organisationalarrangements
Financial Arrangements
Define
ORGANIZATIONDESIGN
Relations
Puts requirements on
May grow into
Define
Influences
Part-of
Define
Negotiate/ enforce
Select partners
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Causal model
Security
System Integration
Quality of serviceAcceptable quality of service delivery
is a requirement for
co-determines
enables
Critical design issues Critical success factors
Targeting
Value elements
Clear target group
Compelling value proposition
results in a
enable a
Non obtrusive Customer retention
Customer reachBranding
User profilemanagement
enables
enables
Pricing
Viability of business model
Expected Customer value
(+)
(+)
is part of amay be a
(+)
(+)
Security
System Integration
Quality of serviceAcceptable quality of service delivery
is a requirement for
co-determines
enables
Critical design issues Critical success factors
Targeting
Value elements
Clear target group
Compelling value proposition
results in a
enable a
Non obtrusive Customer retention
Customer reachBranding
User profilemanagement
enables
enables
Pricing
Viability of business model
Expected Customer value
(+)
(+)
is part of amay be a
(+)
(+)
18/04/23 6
Next step design
Definitions
Components
Classifications
Causal frameworks
Evaluation frameworks
Processframeworks
RequiredIntegration
Low High
High
Low
Today’s position
Added value of furtherinvestigation
Descriptive frameworks
Adapted from Pateli & Giaglis, 2003
18/04/23 7
Live Contacts
• Live contacts offers context information via a mobile device (not now!) for your partners.
• That makes it possible to assess which communication channel is most appropriate.
• Your partners can assess status of your calendar and your preferences
• Available information:• messenger status (online, offline, away, ...)• calendar-information (type of appointments)• location-information (work, mobile, home).
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Quick Scan Live Contacts: walkthrough
18/04/23 9
Quick Scan Live Contacts
Userorganisatio
n
Applicationprovider
CP
Licence
feePay for connectivity
Operator
ServiceProvider
use fee
Connectivity fee
Server model Service model
user
Userorganisatio
n
Userorganisatio
n
user
Applicationprovider
CPOperator
user
use fee
18/04/23 10
Uexperience
• Support we centric user experience, with 4th generation mobile service bundles• A service bundle aimed at supporting
dynamic user groups which automatically adapts to changes in the context of the group (e.g. changes in group composition, goals, interests) and pushes and pull information based on group profiles
• Domain• Police officers, Health care, ….
18/04/23 11
Research approach
Group awareness & personalization Dynamic service bundling
Userperspective
e.g.• Measuring user
experiences• Factors influencing
usage
Provisioningperspective
Technology perspective
Platform add-on & application development
sto
ryli
ne
sS
peci
fic t
rack
•R
atio
nale
for
sel
ectin
g ta
rget
gro
up a
nd a
pplic
atio
ns•
Join
t de
sign
of
serv
ice
conc
epts
for
the
pol
ice
and
heal
thca
re
va
lida
tio
nS
peci
fic t
rack
Tes
ting
of t
heor
ies
and
conc
epts
in p
olic
e an
d he
alth
care
pilo
ts
We-centric user experiences
Generic track Specific tracke.g.• User requirements
for police/ care application
Generic track Specific tracke.g.• Design issues in we-
centric services (e.g. network governance)
e.g.• Factors influencing
use of service bundles
Generic track Specific tracke.g.• User requirements for
police/ care application
e.g.• Design issues in
service bundling (e.g. pricing)
Generic track Specific tracke.g.• Co-design of service
concepts for police/care
Generic tracke.g.• Design issues in we-centric services (e.g.
profile management)• Generic functionality needed for we-centric
services
Generic tracke.g.• Design issues in service bundling (e.g.
billing and accounting) • Generic functionality needed for service
bundling
Specific tracke.g.• Building demonstrators & prototypes for police and care applications• Building service platform add-on• Building tools to measure user experiences
e.g.• Co-design of service
concepts for police/care
18/04/23 12
Conclusions
• Moving from definitions, taxonomy’s, et cetera towards causal frameworks and prescriptive models
• Testing causal frameworks is problematic• Number of cases, accessibility of core data
• Freeband B4U• FBBM Quick scan and methodology: supportive tools• Framework supports design process: practical value;
validation both in mobile domain but also in insurance• To be applied in Uexperience
18/04/23
13
More information
www.freeband.nlwww.freeband.nl/b4uwww.freeband.nl/frux
18/04/23 14
SERVICE DOMAIN
ContextCustomers or end-users
Value activities
Expected value(consumer)
Intended value (provider)
Delivered value (provider)
Perceived value (consumer)
Technological functionalities
TechnicalArchitecture
Previous experience
Previous versions
Effort
Value networkPuts requirements on
Co-determine
Delivers
Puts requirements on
Co-determine
Requires
Has
Has
Influences
Tariff
Influences
Influence
Value propositionSummarised in
Financialarrangements
Influence
DeliversInfluences
Co-determines
Market segment
Are part of
Revenue source
Influences
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ActorsResources &Capabilities
Value activities
Perform
Combine to
Delivered value
Have
Are used in
Costs
Generate
Value network
Interactions
Consists of
Consists of
Technologicalarchitecture
Is a
Have
Strategies & goals
Have
To participate in
Investmentsources
Roles
Organisationalarrangements
Financial Arrangements
Define
ORGANIZATIONDOMAIN
Relations
Puts requirements on
May grow into
Define
Influences
Part-of
Define
Negotiate/ enforce
18/04/23
16
TechnicalFunctionality
Services
Costs
Generates
Applications
Technologicalarchitecture
BackboneInfrastructure
Devices
Deliver
Consists of
Data
Is used in
Actors
Own andinvest in
Access Networks
Produce
Service Platforms
Billingplatform
Customerdata
platform
Have requirement
s for
TECHNOLOGYDOMAIN
18/04/23 17
Technologicalarchitecture
Costsources
ServiceRevenuesources
Costs
Are divided over actors according to
Is a
Value activities
RevenuesGenerate
Is a
FINANCEDOMAIN
Investmentsources Provid
e
Induce
Generate
RisksGenerate
Capital
Are divided over actors according to
Threaten
Tariffs
Risk sources
Performanceindicators
Monitored using
Monitored using
Financialarrangements
Determine
Market segment
Co-determine