scholarly journals Business Model Generation: the Components of Business Process

2014 ◽  
Vol 2014 (1) ◽  
pp. 91-94
Author(s):  
E Kravchenko ◽  
Keyword(s):  
Business Model ◽  
Business Process ◽  
Model Generation

Building an Analytics Culture to Boost a Data-Driven Entrepreneur's Business Model

2019 ◽  
pp. 260-291
Author(s):  
Soraya Sedkaoui ◽  
Mounia Khelfaoui
Keyword(s):  
Big Data ◽  
Small Business ◽  
Business Model ◽  
Business Process ◽  
Data Analytics ◽  
Data Driven ◽  
Business And Society ◽  
Crucial Importance

This chapter treats the movement that marks, affects, and transforms any part of business and society. It is about big data that is creating, and the value generating that companies, startups, and entrepreneurs have to derive through sophisticated methods and advanced tools. This chapter suggests that analytics can be of crucial importance for business and entrepreneurial practices if correctly aligned with business process needs and can also lead to significant improvement of their performance and quality of the decisions they make. So, the main purpose of this chapter are exploring why small business, entrepreneur, and startups have to use data analytics and how they can integrate, operationally, analytics methods to extract value and create new opportunities.

Transformation Mechanisms in the Business Model/Business Process Interface

2017 ◽  
pp. 878-901
Author(s):  
Tobias Weiblen ◽  
Markus Schief ◽  
Amir Bonakdar
Keyword(s):  
Business Model ◽  
Business Process ◽  
Business Processes ◽  
Inductive Reasoning ◽  
Feedback Mechanism ◽  
Top Down ◽  
Model Concept ◽  
Bottom Up ◽  
Classification Framework ◽  
Transformation Mechanisms

Many scholars view the emerging business model concept as the missing link between a company's strategy and its operational implementation into business processes. They remain vague, however, in answering the question as to how strategy-induced changes to the business model can be transformed into business process adjustments. The other way round—a feedback mechanism that triggers business model adjustments in case of issues at the business process level—is not conceptualized either. The study hence is twofold. The authors explore both the top-down (business model to business process) and the bottom-up (business process to business model) perspective of this interface. The top-down part considers business model changes, such as induced by adopting a Software-as-a-Service strategy, which require an effective implementation in a firm's organization. The explorative findings cover a detailed description of the transformation framework as well as an exemplary expert survey that can serve as a reference for software firm decision makers. The bottom-up part clarifies the influence of business processes on the business model based on a literature review, expert interviews, and inductive reasoning. The authors derive a classification framework that provides new insights into the maturity of current KPI-systems and their strategic importance with regards to business model changes.

scholarly journals Osterwalder’s business model canvas: Its genesis, features, comparison, benefits and limitations

2017 ◽  
Vol 1 (2) ◽  
pp. 24-27
Author(s):  
Donovan A. McFarlane
Keyword(s):  
Higher Education ◽  
Business Model ◽  
Model Generation ◽  
Business Model Canvas ◽  
Education Organization

This essay is a brief exploration of Osterwalder’s Business Model Canvas. The author discusses the genesis of the Business Model Canvas, the unique features of the approach of the Business Model Canvas, and then compares the Business Model Generation to other business model approaches. Finally, the benefits and/or limitations of using Osterwalder’s business model canvas in the context of the author’s organization – a higher education organization, are examined.

scholarly journals An approach to business process simulation using mined probabilistic models

2018 ◽  
Vol 15 (1) ◽  
pp. 31-50
Author(s):  
Titas Savickas ◽  
Olegas Vasilecas
Keyword(s):  
Simulation Model ◽  
Business Process ◽  
Process Simulation ◽  
Probabilistic Models ◽  
Business Processes ◽  
Model Generation ◽  
Event Logs ◽  
Event Log ◽  
Simulation Results ◽  
Source Event

There are many approaches on how to analyse business processes, but the simulation is still not widely employed due to high costs associated with simulation model creation. In this paper, an approach on how to automatically generate dynamic business process simulation model is presented. The approach discovers belief network of the process from an event log and uses it to generate a simulation model automatically. Such model then can be further customised to facilitate analysis. For evaluation of the approach, conformance of the simulation results with the source event logs was calculated. The simulation results were event logs that were generated during the simulation of the discovered models. The evaluation showed that the approach could be used for initial simulation model generation.

Aligning firm's value system and open innovation: a new framework of business process management beyond the business model innovation

2020 ◽  
Vol 26 (5) ◽  
pp. 999-1020
Author(s):  
Bisan Abdulkader ◽  
Domitilla Magni ◽  
Valentina Cillo ◽  
Armando Papa ◽  
Roberto Micera
Keyword(s):  
Business Model ◽  
Business Process ◽  
Value Creation ◽  
Open Innovation ◽  
Business Process Management ◽  
Process Management ◽  
Business Model Innovation ◽  
Value System ◽  
Content Type ◽  
New Framework

PurposeBusiness process management (BPM) supports the creation and capture of firm value. In a dynamic context, the current approach to BPM appears to be limited and static in the face of the challenges posed by the firm's open innovation (OI) ecosystem. The main purpose of this paper is to shed light on the value co-creation through the integration of OI principles and mechanisms of value system.Design/methodology/approachTo this aim, the paper suggested a conceptual integration of strategy and operations literature on OI and the firm's value creation system. This analysis adopted BPM lenses with specific attention to the alignment between value creation and value capture. Applying BPM lenses to the process of creating shared value sought the attainment of a comprehensive system of decisions articulated between strategy and operations.FindingsThe paper pinpoints key links between strategy models and operational planning, thus proposing a new framework that integrates the characteristics of value system and OI. The paper elaborates a new theoretical framework rooted in the extant literature conducted in BPM, business strategy and business model innovation (BMI) fields.Originality/valueThis paper aims to fill the gap in the literature in which strategy models are separately treated from the operational ones. This conceptual effort contributes to the extant literature by drawing upon a comprehensive frameworkand mapping the complex set of interactions between the firm's value chain and its innovation ecosystem.

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