Linking Value Chains – Combining e3Value and DEMO for Specifying Value Networks

Building and Managing Modern E-Services

Business Information Systems ◽

10.4018/978-1-61520-969-9.ch060 ◽

2010 ◽

pp. 999-1023

Author(s):

J. Hamilton

Keyword(s):

Supply Chains ◽

Balanced Scorecard ◽

Supply And Demand ◽

Value Chains ◽

Chain Model ◽

Value Networks ◽

Fully Integrated ◽

Structural Mechanism ◽

Service Value ◽

Development Cycle

This chapter addresses the development cycle of recent ‘services’ models. It considers that all products involve services and consequently maybe be considered as service systems. First, the issue of ‘services’ is described; next, the enhancement of ‘services’ via value creation is described, along with the progression from supply and demand chains, to value chains, to service value chains, and finally to service value networks. This progression pathway has developed over time, and has enabled ‘service’ and ‘e-service’ businesses to deliver and further develop competitive business solutions. The combinations of integrated, highly competitive, e-supply chains delivering the final ‘services’ suite to the frontline business seller moves the e-supply chain model to a more advanced level. Today, the recent concept of utilizing service value networks offers a key to future competitive solutions. Service value networks house fully integrated e-demand and e-supply chains working in harmony to the deliver both services and e-services. They are also highly agile and offer customer-induced flexible business solutions to customer requests. This chapter highlights the progression to service value networks. In addition it also offers the manager a balanced scorecard structural mechanism via which management controls over e-services and service value networks may be developed and maintained.

Download Full-text

Building and Managing Modern E-Services

Electronic Business ◽

10.4018/978-1-60566-056-1.ch023 ◽

2009 ◽

pp. 347-372

Author(s):

John Hamilton

Keyword(s):

Supply Chains ◽

Balanced Scorecard ◽

Supply And Demand ◽

Value Chains ◽

Chain Model ◽

Value Networks ◽

Fully Integrated ◽

Structural Mechanism ◽

Service Value ◽

Development Cycle

This chapter addresses the development cycle of recent ‘services’ models. It considers that all products involve services and consequently maybe be considered as service systems. First, the issue of ‘services’ is described; next, the enhancement of ‘services’ via value creation is described, along with the progression from supply and demand chains, to value chains, to service value chains, and finally to service value networks. This progression pathway has developed over time, and has enabled ‘service’ and ‘e-service’ businesses to deliver and further develop competitive business solutions. The combinations of integrated, highly competitive, e-supply chains delivering the final ‘services’ suite to the frontline business seller moves the e-supply chain model to a more advanced level.Today, the recent concept of utilizing service value networks offers a key to future competitive solutions. Service value networks house fully integrated e-demand and e-supply chains working in harmony to the deliver both services and e-services. They are also highly agile and offer customer-induced flexible business solutions to customer requests. This chapter highlights the progression to service value networks. In addition it also offers the manager a balanced scorecard structural mechanism via which management controls over e-services and service value networks may be developed and maintained.

Download Full-text

Some Fundamental Perspectives

Managing Successful IT Outsourcing Relationships ◽

10.4018/978-1-59140-760-7.ch002 ◽

2011 ◽

pp. 28-70

Author(s):

P. Gottschalk

Keyword(s):

It Outsourcing ◽

Value Chains ◽

Electronic Business ◽

Value Proposition ◽

Value Networks ◽

Role Of It ◽

Infrastructure Services

In this chapter, we cover some topics that contribute to a broader understanding of the role of IT outsourcing. We start by presenting value configurations consisting of primary and secondary activities in order to understand the role of IS/IT in different value configurations such as value chains, value shops, and value networks. Next, we look at electronic business infrastructure, where the extent of IT outsourcing can be determined by choosing from a list of 70 infrastructure services. E-business has a double role here, as an outsourced IT function more and more will be handled electronically. This means that the transactions between vendor and client after outsourcing will be conducted as electronic business. Third, we present a vendor value proposition that explains why a vendor may create value for the client because of its complementary competencies. Then, we look at IT function organization, outsourcing performance, and successful relationships. We conclude this chapter by discussing opportunities and threats in IT outsourcing.

Download Full-text

The Role of Value Networks in the Design of Mobile Platforms

Advances in Business Information Systems and Analytics - Approaches and Processes for Managing the Economics of Information Systems ◽

10.4018/978-1-4666-4983-5.ch008 ◽

2014 ◽

pp. 123-137

Author(s):

Mutaz M. Al-Debei ◽

Anas Aloudat ◽

Enas Al-Lozi ◽

Mohammad Mourhaf Al Asswad

Keyword(s):

Mobile Network ◽

Value Chains ◽

Telecommunication Industry ◽

Mobile Telecommunication ◽

Mobile Platforms ◽

Value Drivers ◽

Value Networks ◽

Value Network ◽

Knowledge Domains

Unlike the simple mobile voice service, which is normally designed and developed by the telecom itself, the development of mobile data services and platforms, due to their complexity, usually requires a collaboration and cooperation amongst many actors within and outside the mobile telecommunication industry such as mobile network operators, content providers, content aggregators, payment gateways, regulatory commissions, and others. The actors usually form the so-called value network in which each actor complements others and adds important value elements to the final value proposition given that actors have different knowledge domains, backgrounds, and expertise. Contrasting value chains where the relationships amongst different parties are to some extent simple and linear, the relationships linking actors in value networks are mainly complex and non-linear, and such relationships had led to a shift from forming value chains to creating value networks in many digital economies such as the mobile telecommunication industry. Although it is argued that designing powerful value networks is critical to the success of mobile platforms, very limited research can be found on explaining and proving this argument. As such, this chapter intuitively utilizes a methodical approach to explain the role of value networks in the design of successful mobile platforms. This chapter demonstrates, through the case of iPhone, how a powerful and well-designed value network is a critical enabler of innovations in the mobile telecommunications industry. Further, the chapter argues that cohesion, fitting network-mode, uniqueness, and dynamicity are four key value drivers of powerful value networks.

Download Full-text

Building and Managing Modern E-Services

E-Supply Chain Technologies and Management ◽

10.4018/978-1-59904-255-8.ch004 ◽

2007 ◽

pp. 54-79 ◽

Cited By ~ 1

Author(s):

J. Hamilton

Keyword(s):

Supply Chains ◽

Balanced Scorecard ◽

Supply And Demand ◽

Value Chains ◽

Chain Model ◽

Value Networks ◽

Fully Integrated ◽

Structural Mechanism ◽

Service Value ◽

Development Cycle

This chapter addresses the development cycle of recent ‘services’ models. It considers that all products involve services and consequently maybe be considered as service systems. First, the issue of ‘services’ is described; next, the enhancement of ‘services’ via value creation is described, along with the progression from supply and demand chains, to value chains, to service value chains, and finally to service value networks. This progression pathway has developed over time, and has enabled ‘service’ and ‘e-service’ businesses to deliver and further develop competitive business solutions. The combinations of integrated, highly competitive, e-supply chains delivering the final ‘services’ suite to the frontline business seller moves the e-supply chain model to a more advanced level. Today, the recent concept of utilizing service value networks offers a key to future competitive solutions. Service value networks house fully integrated e-demand and e-supply chains working in harmony to the deliver both services and e-services. They are also highly agile and offer customer-induced flexible business solutions to customer requests. This chapter highlights the progression to service value networks. In addition it also offers the manager a balanced scorecard structural mechanism via which management controls over e-services and service value networks may be developed and maintained.

Download Full-text

Value Creation within AI-enabled Data Platforms

Journal of Creating Value ◽

10.1177/2394964318803244 ◽

2018 ◽

Vol 5 (1) ◽

pp. 25-39

Author(s):

Udo Milkau

Keyword(s):

Value Creation ◽

Business Models ◽

Leading Edge ◽

Raw Material ◽

Value Chains ◽

Data Sets ◽

Value Networks ◽

Aggregated Data ◽

Internal Core ◽

The Impact

With digitalization, new type of firms—the so-called business platforms—emerged as a central hub in two-sided markets. As business platforms do not ‘produce’ products or services, they represent a new model of value creation that raises the question about the core nature of a firm in the twenty-first century, when ‘data is the new oil’. At the end of the twentieth century, the concept of ‘value chains, value shops and value networks’ represented the latest development about internal value creation in a firm, but lacked any discussion about information technology (IT) or even ‘data as raw material’. This digital approach to monetarize aggregated data sets as internal core function of a firm needs more clarification, as value creation ‘without production’ is a shift of paradigm. This article starts with the concept of ‘value chains, value shops and value networks’, extends this to current IT and includes business platforms within an integrated framework of internal value creation in a firm. Based on this framework and the current development of leading-edge artificial intelligence (AI), this framework is applied to forecast the development towards ‘AI-enabled data platforms’, which are not covered by traditional economic theories. This article calls for more research to clarify the impact of such data-based business models compared to production-based models.

Download Full-text