How to measure business value of business model ontologies? A proposal

2015 ◽  
Vol 19 (2) ◽  
pp. 241 ◽  
Author(s):  
Hichem Benaissa Anouar Badsi ◽  
Leila Zemmouchi Ghomari ◽  
Abdessamed Réda Ghomari
Keyword(s):  
Business Model ◽  
Business Value

The Potential Of Blockchain Technology To Change International Mobile Roaming Business Model

2019 ◽  
Vol 5 (1) ◽  
pp. 15-22
Author(s):  
Ardian Thresnantia Atmaja
Keyword(s):  
Business Model ◽  
Current Situation ◽  
Business Value ◽  
Third Party ◽  
Fundamental Aspect ◽  
Clearing House ◽  
Blockchain Technology ◽  
Smart Contract ◽  
Target Architecture ◽  
Architecture Development

The key objectives of this paper is to propose a design implementation of blockchain based on smart contract which have potential to change international mobile roaming business model by eliminating third-party data clearing house (DCH). The analysis method used comparative analysis between current situation and target architecture of international mobile roaming business that commonly used by TOGAF Architecture Development Method. The purposed design of implementation has validated the business value by using Total Cost of Ownership (TCO) calculation. This paper applies the TOGAF approach in order to address architecture gap to evaluate by the enhancement capability that required from these three fundamental aspect which are Business, Technology and Information. With the blockchain smart contract solution able to eliminate the intermediaries Data Clearing House system, which impacted to the business model of international mobile roaming with no more intermediaries fee for call data record (CDR) processing and open up for online billing and settlement among parties. In conclusion the business value of blockchain implementation in the international mobile roaming has been measured using TCO comparison between current situation and target architecture that impacted cost reduction of operational platform is 19%. With this information and understanding the blockchain technology has significant benefit in the international mobile roaming business.

Value creation mechanisms of business models

2018 ◽  
Vol 19 (3) ◽  
pp. 166-176 ◽  
Author(s):  
Vladyslav Biloshapka ◽  
Oleksiy Osiyevskyy
Keyword(s):  
Business Model ◽  
Value Creation ◽  
Business Models ◽  
Business Value ◽  
Value Proposition ◽  
Value Appropriation ◽  
Value Capture ◽  
Fine Grained ◽  
Case Vignettes ◽  
Current Article

Management scholars and practitioners generally agree that the primary functions of a business model are value creation and value capture. However, the meaning (conceptualization) of these terms, their measurement, and the factors and mechanisms affecting them remain contentious. In the current article, we provide answers to these questions by clarifying the consumers’ value creation and business value capture constructs. Then, we demonstrate how they are determined by four business model mechanisms: value proposition and value targeting (affecting consumers’ value through willingness to pay) and value appropriation and value delivery (affecting business value through price and cost). We demonstrate that a fine-grained analysis of a business model’s value creation cannot be adequately performed without reference to these four mechanisms. The developed conceptual framework is illustrated and corroborated by the mini-case vignettes. We finish by outlining an application of the proposed framework to two crucial real-world business model situations: escaping the Giver Trap and remaining the Winner.

Addressing Sustainability and Industry 4.0 to the Business Model

2020 ◽  
pp. 178-198
Author(s):  
Maria do Rosário Cabrita ◽  
Susana Duarte
Keyword(s):  
Business Model ◽  
Value Creation ◽  
Industry 4.0 ◽  
Business Value ◽  
Business Sustainability ◽  
Seminal Work ◽  
The Road ◽  
On The Road

Industry 4.0 drivers and sustainability are topics increasingly referred to as part of the firm's strategy. Business value creation must be linked to sustainability and be designed on the road to the Industry 4.0. Technological advancements can bring about countless opportunities for growth and success in achieving humanity's set goals fitting the challenges of sustainability. This seminal work attempts to explore how Industry 4.0 creates opportunities to promote business sustainability. Based on the concepts of sustainability, business model, and the Industry 4.0 drivers, this chapter aims to provide insightful information on the potentials of exploring business model in the age of Industry 4.0.

scholarly journals Can a Blockchain-Based Maas Create Business Value?

Proceedings ◽  
2019 ◽  
Vol 28 (1) ◽  
pp. 8001 ◽  
Author(s):  
Gabriel Hogan ◽  
Sigma Dolins ◽  
Izzet Fatih Senturk ◽  
Ioannis Fyrogenis ◽  
Qian Fu ◽  
...  
Keyword(s):  
Business Model ◽  
Business Value ◽  
Business Model Canvas ◽  
Data Flows ◽  
Potential Benefits

In this paper two contemporary technological novelties are combined to introduce the concept of a blockchain-based MaaS, with the aim of pinpointing where and how business value can be created through data-based services of such a system. Towards this purpose, an integrated version of the Business Model Canvas is deployed, combining the advantages of the Lean Canvas and the Ethics Canvas. The overview of data flows among the versatile system stakeholders are outlined to highlight the potential benefits for diverse industries through sharing and collaboration.

scholarly journals Cooperation Patterns and Adaptation Patterns for Service-Based Inter-Organizational Workflows

2013 ◽  
pp. 250-283
Author(s):  
Boukhedouma Saida ◽  
Oussalah Mourad ◽  
Alimazighi Zaia ◽  
Tamzalit Dalila
Keyword(s):  
Distributed Systems ◽  
Business Model ◽  
Business Value ◽  
Control Flow ◽  
Process Models ◽  
Three Dimensions ◽  
Service Control ◽  
Business Needs ◽  
Current Systems ◽  
Bpel Processes

Modernization is an effective approach to making existing mainframe and distributed systems more responsive to business needs. SOA is an adequate paradigm that allows companies to tap into the business value in their current systems for rapid future changes to the business model. In their research works, the authors focus on the use of SOA to implement Inter-Organizational WorkFlows (IOWF). The goal is to take benefits from SOA advantages like interoperability, reusability, and flexibility to deal with process models flexibly enough. This chapter focuses on specific IOWF architectures: the “chained execution” and the “subcontracting.” First, the authors define Service-Based Cooperation Patterns (SBCP) suitable to these IOWF architectures; a SBCP is defined through three main dimensions: the distribution of services, the control of execution, and the structure of interaction. The second issue of the chapter consists of adaptation and evolution of IOWF process models obeying to the defined SBCP. Conformably to the three dimensions of SBCP, the authors define three classes of adaptation patterns: “service,” “control flow,” and “interaction.” Also, the authors particularly distinguish operations of evolution of process models based on two perspectives: the expansion of the global functionality of the process and the expansion of the cooperation. For implementation, the authors consider BPEL processes.

Addressing Sustainability and Industry 4.0 to the Business Model

2021 ◽  
pp. 818-838
Author(s):  
Maria do Rosário Cabrita ◽  
Susana Duarte
Keyword(s):  
Business Model ◽  
Value Creation ◽  
Industry 4.0 ◽  
Business Value ◽  
Business Sustainability ◽  
Seminal Work ◽  
The Road ◽  
On The Road

Industry 4.0 drivers and sustainability are topics increasingly referred to as part of the firm's strategy. Business value creation must be linked to sustainability and be designed on the road to the Industry 4.0. Technological advancements can bring about countless opportunities for growth and success in achieving humanity's set goals fitting the challenges of sustainability. This seminal work attempts to explore how Industry 4.0 creates opportunities to promote business sustainability. Based on the concepts of sustainability, business model, and the Industry 4.0 drivers, this chapter aims to provide insightful information on the potentials of exploring business model in the age of Industry 4.0.

Current Developments and Diffusions in ICT

2009 ◽  
pp. 222-265
Author(s):  
S.C. Lenny Koh ◽  
Stuart Maguire
Keyword(s):  
Supply Chain ◽  
Business Model ◽  
Supply And Demand ◽  
Aerospace Industry ◽  
Relationship Management ◽  
Big Bang ◽  
Business Value ◽  
Customer Relationship ◽  
Customer Demand ◽  
Industry Sector

Although Boeing and Rolls-Royce are operating in the same aerospace industry sector and use ERP, but the ways that they implemented their systems are completely different. Boeing uses big bang and treats ERP as a system implementation, whilst Rolls-Royce uses phased implementation and treats ERP as a philosophy. Both companies experience different outcome as a result of their approaches. (Koh, 2006) Dell has a “build-to-order” business model that clearly integrates both supply and demand chains. That model has worked astonishingly well for Dell, its customers and its key suppliers. In fact, Dell could not do what it does if it designed and managed its supply chains and Customer Relationship Management (CRM) as separate technical entities. The “build-to-order” business value proposition demands an architecture that inherently integrates customers and suppliers. Yes, Dell has a “supply chain,” but it coevolves in the context of explicit customer demand. (Gunasekaran and Ngai, 2005).

The value matrix: a tool for assessing the future of a business model

2016 ◽  
Vol 44 (4) ◽  
pp. 41-48 ◽  
Author(s):  
Vladyslav Biloshapka ◽  
Oleksiy Osiyevskyy ◽  
Marc Meyer
Keyword(s):  
Business Model ◽  
Customer Value ◽  
Business Models ◽  
Performance Outcomes ◽  
Two Dimensions ◽  
Business Value ◽  
Operating Efficiency ◽  
Short Article ◽  
Content Type ◽  
Depth Analysis

Purpose Good companies innovate. In the process, they consider target markets, target customers, new product or service offerings, and the positioning of these relative to competitors. This forms a basic strategy for the innovation. However, the lesson of competitive dynamics today is that innovation effort stops short of its ultimate potential if it does not also embrace the business model possibilities provided by the innovation itself. This short article provides a strategic lens for considering the efficacy and power of a business model for a product or service innovation. Design/methodology/approach The current paper is grounded in the empirical results of an ongoing longitudinal study (undertaken by the authors team in the U.S., Canada and Ukraine) aimed at exploring the structure, characteristics, evolution, and performance outcomes of organizational business models. Findings The business model’s key characteristics are customer value (the “effectiveness side” of the equation, i.e., doing right things for customers that the latters are ready to appreciate and pay for, but not always to the focal firm) and business value (the “efficiency side” of the equation, reflecting translation of the customer value into profit). Importantly, our evidence strongly reveals the dynamic nature of the business model construct, implying that the companies evolve in terms of these two dimensions. Practical implications The recommendations part of the article is primarily based on the in-depth analysis of the recent history of large companies that were struggling to: sustain customer value, and develop and apply internal product and production platforms to increase operating efficiency, and hence business value. All these firms had either slipped into or were in the danger of slipping into Impostor status, and were seeking ways to regain and sustain their Innovation advantage, often over newer entrants in their respective industries. Originality/value Introduction of the Business Model Value Matrix allowing to analyze the current company’s business model; practical recommendations regarding getting to and remaining in the Winner quadrant

scholarly journals conocimiento, métodos e innovación empresaria

2018 ◽  
Vol 2 (2) ◽  
pp. 27-33
Author(s):  
Jairo Alberto Cárdenas ◽  
José Alberto Cristancho ◽  
Nhora Esperanza Sayago Ortiz ◽  
Martha Rocío Flórez Leal
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Product Development ◽  
Business Model ◽  
Customer Relations ◽  
Work Teams ◽  
Business Value ◽  
Management And Leadership

La innovación crea organizaciones de valor, que se apalancan desde su gestión del conocimiento, permitiéndose entender “que sabemos”, lo cual determina un proceso de cultura organizacional de creación de valor del negocio donde la innovación y los procesos metodológicos para innovar constituyen la base del apalancamiento del nivel de desarrollo del producto, modelo del negocio de la empresa, gestión y liderazgo de los equipos de trabajo y las relaciones con los clientes. Abstract nnovation creates value organizations, which are leveraged from their knowledge management, allowing them to understand "what we know", which determines a process of organizational culture to create business value where innovation and methodological processes to innovate form the basis of the leverage of the level of product development, business model of the company, management and leadership of work teams and customer relations.

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