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Case Study for Information Management 資訊管理個案
1
1021CSIM4B09TLMXB4B (M1824)
Tue 2, 3, 4 (9:10-12:00) B502
Achieving Operational Excellence and Customer Intimacy - Enterprise Application:
Border States Industries Inc. (BSE) (Chap. 9)
Min-Yuh Day戴敏育
Assistant Professor專任助理教授
Dept. of Information Management, Tamkang University淡江大學 資訊管理學系
http://mail.tku.edu.tw/myday/2013-11-26
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週次 日期 內容( Subject/Topics )1 102/09/17 Introduction to Case Study for Information Management
2 102/09/24 Information Systems in Global Business: UPS (Chap. 1)3 102/10/01 Global E-Business and Collaboration: NTUC Income
(Chap. 2)4 102/10/08 Information Systems, Organization, and Strategy:
iPad and Apple (Chap. 3)5 102/10/15 IT Infrastructure and Emerging Technologies:
Salesforce.com (Chap. 5)6 102/10/22 Foundations of Business Intelligence:
Lego (Chap. 6)
課程大綱 (Syllabus)
2
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週次 日期 內容( Subject/Topics )7 102/10/29 Telecommunications, the Internet, and Wireless
Technology: Google, Apple, and Microsoft (Chap. 7)8 102/11/05 Securing Information System: Facebook (Chap. 8)9 102/11/12 Midterm Report ( 期中報告 ) 10 102/11/19 期中考試週 11 102/11/26 Enterprise Application: Border States Industries Inc.
(BSE) (Chap. 9)12 102/12/03 E-commerce: Amazon vs. Walmart (Chap. 10)
3
課程大綱 (Syllabus)
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週次 日期 內容( Subject/Topics )13 102/12/10 Knowledge Management: Tata Consulting Services
(Chap. 11) [Invited Talk]14 102/12/17 Enhancing Decision Making: CompStat
(Chap. 12)15 102/12/24 Building Information Systems: Electronic Medical
Records (Chap. 13)16 102/12/31 Managing Projects: JetBlue and WestJet
(Chap. 14)17 103/01/07 Final Report ( 期末報告 ) 18 103/01/14 期末考試週
4
課程大綱 (Syllabus)
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Chap. 9 Achieving
Operational Excellence and
Customer Intimacy – Enterprise Application:
Border States Industries Inc. (BSE)
Source: Kenneth C. Laudon & Jane P. Laudon (2012), Management Information Systems: Managing the Digital Firm, Twelfth Edition, Pearson. 5
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Case Study: BSE (Chap. 9) (pp.392-394)
Border States Industries (BSE) Fuels Rapid Growth with ERP
1. What problems was Border States Industries encountering as it expanded? What management, organization, and technology factors were responsible for these problems?
2. How easy was it to develop a solution using SAP ERP software? Explain your answer.
3. List and describe the benefits from the SAP software.4. How much did the new system solution transform the business?
Explain your answer.5. How successful was this solution for BSE? Identify and describe
the metrics used to measure the success of the solution.6. If you had been in charge of SAP’s ERP implementations, what
would you have done differently?
6Source: Kenneth C. Laudon & Jane P. Laudon (2012), Management Information Systems: Managing the Digital Firm, Twelfth Edition, Pearson.
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Overview of Fundamental MIS Concepts
7Source: Kenneth C. Laudon & Jane P. Laudon (2012), Management Information Systems: Managing the Digital Firm, Twelfth Edition, Pearson.
Management
Organization
Technology
Information System
Business Challenges
Business Solutions
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Understanding Business Model
• Business Model• Revenue Model
• Business Strategy• Business Strategy and
Information System Alignment
8
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Business Model
9Source: Alexander Osterwalder & Yves Pigneur, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley, 2010.
Key Activities
Key Activities
Key Resources
Key Resources
CustomerSegmentsCustomerSegments
KeyPartners
KeyPartners
CustomerRelationships
CustomerRelationships
ChannelsChannels
RevenueStreamsRevenueStreams
Cost Structure
Cost Structure
Value Proposition
Value Proposition
12
3
6
7
4
9 5
8
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Business
• “the activity of providing goods and services involving financial, commercial and industrial aspects.” (WordNet 2.0)
10Source: (Ostenwalder, Pigneur and Tucci, 2005)
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Model
• “a simplified description and representation of a complex entity or process.” (WordNet 2.0)
11Source: (Ostenwalder, Pigneur and Tucci, 2005)
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Business Model• A business model is a conceptual tool
containing a set of objects, concepts and their relationships with the objective to express the business logic of a specific firm.
• Therefore we must consider which concepts and relationships allow a simplified description and representation of what value is provided to customers, how this is done and with which financial consequences.
1212Source: (Ostenwalder, Pigneur and Tucci, 2005)
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E-commerce Business Models
1. Portal2. E-tailer3. Content Provider4. Transaction Broker5. Market Creator6. Service Provider7. Community Provider
13Source: Kenneth C. Laudon & Jane P. Laudon (2012), Management Information Systems: Managing the Digital Firm, Twelfth Edition, Pearson.
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E-commerce Revenue Models
1. Advertising 2. Sales 3. Subscription4. Free/Freemium5. Transaction Fee 6. Affiliate
14Source: Kenneth C. Laudon & Jane P. Laudon (2012), Management Information Systems: Managing the Digital Firm, Twelfth Edition, Pearson.
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Types of E-commerce
1. Business-to-consumer (B2C)
2. Business-to-business (B2B)
3. Consumer-to-consumer (C2C)
4. Mobile commerce (m-commerce)
15Source: Kenneth C. Laudon & Jane P. Laudon (2012), Management Information Systems: Managing the Digital Firm, Twelfth Edition, Pearson.
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Occurrences of the Term "Business Model" in Scholarly Reviewed Journals
1616Source: (Ostenwalder, Pigneur and Tucci, 2005)
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Business Model Concept Hierarchy
1717Source: (Ostenwalder, Pigneur and Tucci, 2005)
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EVOLUTION OF THE BUSINESS MODEL CONCEPT
1818Source: (Ostenwalder, Pigneur and Tucci, 2005)
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Business Model vs. Business Process Model
• Business Model– a view of the firm's logic for creating and
commercializing value
• Business process model– how a business case is implemented in processes
19Source: (Ostenwalder, Pigneur and Tucci, 2005)
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Business Model vs. Strategy
• Business Models– a system that shows how the pieces of a business
fit together.– an abstraction of a firm's strategy
• Strategy– includes competition
20Source: (Ostenwalder, Pigneur and Tucci, 2005)
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Implementing Business Models
2121Source: (Ostenwalder, Pigneur and Tucci, 2005)
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The Business Model's Place in the Firm
2222Source: (Ostenwalder, Pigneur and Tucci, 2005)
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Nine Business Model Building Blocks
2323Source: (Ostenwalder, Pigneur and Tucci, 2005)
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Domains Addressed in Business Models
2424Source: (Ostenwalder, Pigneur and Tucci, 2005)
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Domains Addressed in Business Models(cont.)
2525Source: (Ostenwalder, Pigneur and Tucci, 2005)
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Planning, Changing and Implementing Business Models
26Source: (Ostenwalder, Pigneur and Tucci, 2005)
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Business Strategy and Information Systems Alignment
27Source: (Ostenwalder, Pigneur and Tucci, 2005)
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Business and IT/IS Alignment
28Source: (Ostenwalder, Pigneur and Tucci, 2005)
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Infrastructure Alignment
29Source: (Ostenwalder, Pigneur and Tucci, 2005)
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Application Portfolio Management
30Source: (Ostenwalder, Pigneur and Tucci, 2005)
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Business Models and Goals for Requirements Engineering
31Source: (Ostenwalder, Pigneur and Tucci, 2005)
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Business Model and Balanced Scorecard
32Source: (Ostenwalder, Pigneur and Tucci, 2005)
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Definition of Business Model
A business model describes the rationale of
how an organization creates, delivers, and captures
value.
33Source: Alexander Osterwalder & Yves Pigneur, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley, 2010.
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Business Model Canvas
34
Source: http://nonlinearthinking.typepad.com/nonlinear_thinking/2008/07/the-business-model-canvas.html
Key Activities
Key Activities
Key Resources
Key Resources
Key Partners
Key Partners
Customer SegmentsCustomer Segments
ChannelsChannels
ValuePreposition
ValuePreposition
Customer Relationships
Customer Relationships
RevenueStreamsRevenueStreams
Cost Structure
Cost Structure
https://www.youtube.com/watch?v=QoAOzMTLP5s
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The 9 Building Blocks of Business Model
35Source: Alexander Osterwalder & Yves Pigneur, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley, 2010.
12
3
6
7
4
9 5
8
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36
The 9 Building Blocks of Business Model
Source: Alexander Osterwalder & Yves Pigneur, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley, 2010.
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1. Customer Segments
37
Defines the different groups of people or organizations an enterprise aims to reach and serve
Source: Alexander Osterwalder & Yves Pigneur, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley, 2010.
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2. Value Propositions
38
Describes the bundle of products and services that create value for a specific Customer Segment
Source: Alexander Osterwalder & Yves Pigneur, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley, 2010.
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3. Channels
39
Describes how a company communicates with and reaches its Customer Segments to deliver a Value Proposition
Source: Alexander Osterwalder & Yves Pigneur, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley, 2010.
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4. Customer Relationships
40
Describes the types of relationships a company establishes with specific Customer Segments
Source: Alexander Osterwalder & Yves Pigneur, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley, 2010.
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5. Revenue Streams
41
Represents the cash a company generates from each Customer Segment (costs must be subtracted from revenues to create earnings)
Source: Alexander Osterwalder & Yves Pigneur, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley, 2010.
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6. Key Resources
42
Describes the most important assets required to make a business model work
Source: Alexander Osterwalder & Yves Pigneur, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley, 2010.
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7. Key Activities
43
Describes the most important things a company must do to make its business model work
Source: Alexander Osterwalder & Yves Pigneur, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley, 2010.
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8. Key Partnerships
44
Describes the network of suppliers and partners that make the business model work
Source: Alexander Osterwalder & Yves Pigneur, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley, 2010.
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9. Cost Structure
45
Describes all costs incurred to operate a business model
Source: Alexander Osterwalder & Yves Pigneur, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley, 2010.
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The 9 Building Blocks of Business Model
1. Customer Segments– An organization serves one or several Customer Segments.
2. Value Propositions– It seeks to solve customer problems and satisfy customer
needs with value propositions.3. Channels
– Value propositions are delivered to customers through communication, distribution, and sales Channels.
4. Customer Relationships– Customer relationships are established and maintained
with each Customer Segment.
46Source: Alexander Osterwalder & Yves Pigneur, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley, 2010.
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5. Revenue Streams– Revenue streams result from value propositions successfully
offered to customers.6. Key Resources
– Key resources are the assets required to offer and deliver the previously described elements…
7. Key Activities– …by performing a number of Key Activities.
8. Key Partnerships– Some activities are outsourced and some resources are
acquired outside the enterprise.9. Cost Structure
– The business model elements result in the cost structure.47
The 9 Building Blocks of Business Model
Source: Alexander Osterwalder & Yves Pigneur, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley, 2010.
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Business Model
48Source: Alexander Osterwalder & Yves Pigneur, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley, 2010.
Key Activities
Key Activities
Key Resources
Key Resources
CustomerSegmentsCustomerSegments
KeyPartners
KeyPartners
CustomerRelationships
CustomerRelationships
ChannelsChannels
RevenueStreamsRevenueStreams
Cost Structure
Cost Structure
Value Proposition
Value Proposition
12
3
6
7
4
9 5
8
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Business Model Generation
49Source: Alexander Osterwalder & Yves Pigneur, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley, 2010.
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Business Model Generation
50Source: Alexander Osterwalder & Yves Pigneur, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley, 2010.
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51Source: Alexander Osterwalder & Yves Pigneur, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley, 2010.
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Enterprise Systems• Also called
“enterprise resource planning (ERP) systems”• Suite of integrated software modules and
a common central database• Collects data from many divisions of firm for use in
nearly all of firm’s internal business activities• Information entered in one process is immediately
available for other processes
52Source: Kenneth C. Laudon & Jane P. Laudon (2012), Management Information Systems: Managing the Digital Firm, Twelfth Edition, Pearson.
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Enterprise Software• Built around thousands of predefined
business processes that reflect best practices– Finance/accounting: General ledger, accounts payable, etc.– Human resources: Personnel administration, payroll, etc.– Manufacturing/production: Purchasing, shipping, etc.– Sales/marketing: Order processing, billing, sales planning, etc.
• To implement, firms:– Select functions of system they wish to use– Map business processes to software processes
• Use software’s configuration tables for customizing
53Source: Kenneth C. Laudon & Jane P. Laudon (2012), Management Information Systems: Managing the Digital Firm, Twelfth Edition, Pearson.
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HOW ENTERPRISE SYSTEMS WORK
54Source: Kenneth C. Laudon & Jane P. Laudon (2012), Management Information Systems: Managing the Digital Firm, Twelfth Edition, Pearson.
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Business value of enterprise systems
• Increase operational efficiency
• Provide firm wide information to support decision making
• Enable rapid responses to customer requests for information or products
• Include analytical tools to evaluate overall organizational performance
55Source: Kenneth C. Laudon & Jane P. Laudon (2012), Management Information Systems: Managing the Digital Firm, Twelfth Edition, Pearson.
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Supply Chain Management Systems:NIKE’S SUPPLY CHAIN
56Source: Kenneth C. Laudon & Jane P. Laudon (2012), Management Information Systems: Managing the Digital Firm, Twelfth Edition, Pearson.
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Supply Chain Management Systems:THE BULLWHIP EFFECT
57
Bullwhip effect: Information about product demand gets distorted as it passes from one entity to next across supply chain
Source: Kenneth C. Laudon & Jane P. Laudon (2012), Management Information Systems: Managing the Digital Firm, Twelfth Edition, Pearson.
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58
Supply Chain Management Systems:THE BULLWHIP EFFECT
Source: Kenneth C. Laudon & Jane P. Laudon (2012), Management Information Systems: Managing the Digital Firm, Twelfth Edition, Pearson.
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THE FUTURE INTERNET-DRIVEN SUPPLY CHAIN
59Source: Kenneth C. Laudon & Jane P. Laudon (2012), Management Information Systems: Managing the Digital Firm, Twelfth Edition, Pearson.
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CUSTOMER RELATIONSHIP MANAGEMENT (CRM)
60Source: Kenneth C. Laudon & Jane P. Laudon (2012), Management Information Systems: Managing the Digital Firm, Twelfth Edition, Pearson.
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HOW CRM SYSTEMS SUPPORT MARKETING
61Source: Kenneth C. Laudon & Jane P. Laudon (2012), Management Information Systems: Managing the Digital Firm, Twelfth Edition, Pearson.
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CRM SOFTWARE CAPABILITIES
62Source: Kenneth C. Laudon & Jane P. Laudon (2012), Management Information Systems: Managing the Digital Firm, Twelfth Edition, Pearson.
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CUSTOMER LOYALTY MANAGEMENT PROCESS MAP
63Source: Kenneth C. Laudon & Jane P. Laudon (2012), Management Information Systems: Managing the Digital Firm, Twelfth Edition, Pearson.
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ANALYTICAL CRM DATA WAREHOUSE
64Source: Kenneth C. Laudon & Jane P. Laudon (2012), Management Information Systems: Managing the Digital Firm, Twelfth Edition, Pearson.
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ORDER-TO-CASH SERVICE
65Source: Kenneth C. Laudon & Jane P. Laudon (2012), Management Information Systems: Managing the Digital Firm, Twelfth Edition, Pearson.
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Amazon vs. Walmart: Which Giant Will Dominate E-commerce? (Chap. 10) (pp. 436-438)
1. What concepts in the chapter are illustrated in this case?2. Analyze Amazon and Walmart.com using the value chain and
competitive forces models.3. What are the management, organization, and technology factors
that have contributed to the success of both Wal-Mart and Amazon?
4. Compare Wal-Mart's and Amazon's e-commerce business models. Which is stronger? Explain your answer.
5. Where would you prefer to make your Internet purchases? Amazon or Walmart.com? Why?
66Source: Kenneth C. Laudon & Jane P. Laudon (2012), Management Information Systems: Managing the Digital Firm, Twelfth Edition, Pearson.
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資訊管理個案 (Case Study for Information Management)
1. 請同學於資訊管理個案討論前應詳細研讀個案,並思考個案研究問題。
2. 請同學於上課前複習相關資訊管理相關理論,以作為個案分析及擬定管理對策的依據。
3. 請同學於上課前先繳交個案研究問題書面報告。
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References– Kenneth C. Laudon & Jane P. Laudon (2012),
Management Information Systems: Managing the Digital Firm, Twelfth Edition, Pearson.
– 周宣光 譯 (2011) ,資訊管理系統-管理數位化公司,第 12 版,東華書局
• Alexander Ostenwalder, Yves Pigneur & Christopher L. Tucci (2005), “Clarifying Business Models: Origins, Present, and Future of the Concept”, Communications of the Association for Information Systems (CAIS), Vol. 15, No. 1, May 2005, pp. 1-25.
• Alexander Osterwalder & Yves Pigneur (2010), Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley.
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