4. maandag 5 november 2012
Why study business models?
(Pateli and Giaglis, 2004, Osterwalder and Pigneur, 2002; Chesbrough, 2011)
• Understanding BM elements and their relationships in a
specific business domain
• Communicating and sharing this understanding to the outside
world
• Using them as a foundation for change
• Measuring the performance of an organization: KPi’s
• Simulating and learning
• Experimenting with and assessing new business models
• Changing and improving the current way of doing business
5-11-2012
Business Model approaches
• Business Model Canvas (Dubosson-Torbay et al, 2002;
Osterwalder et al 2010)
• STOF (Bouwman et al, 2008)
• C-Soft (Heikkila, 2008)
• Four-Box Business Model (Johnson, 2010)
• Business Model Schematics (Weil & Vitale, 2001)
• Entrepreneur's business model (Morris et al, 2005)
• E3-value (Gordijn & Akkermans, 2001)
• Component Business models (IBM, 2005)
• BEAM; business eco-systems analysis and modeling (Tiam
et al, 2008)
• .and many others
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5. maandag 5 november 2012
Business ecosystem
(Moore, 1993)
Network of organizations, including suppliers, lead producers,
competitors, and other stakeholders
Emerge around a core technology (i.e. platform)
Engaged in cooperative activities
Develop complementary around the core technology
Co-evolve capabilities and roles over time
Lead by a central company towards shared vision
Central company may change over time
Google ecosystem
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6. maandag 5 november 2012
Main roles in business ecosystem
(Iansiti & Levien, 2002; 2004)
Keystones
• Create value by providing the core platform
• Share the value of platform with other members
• Critical for survival and stability of business ecosystem
• Enhance the overall health of business ecosystem
Main roles in business ecosystem
(Iansiti & Levien, 2002; 2004)
Dominators
Extract most of the value from business ecosystem and left
less for others
Tend to eliminate other members and take over the business
ecosystem
Reduce the diversity, eliminate competition, hinder innovation
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10. maandag 5 november 2012
Strategic Alignment Model (SAM)
(Henderson & Venkatraman 1993)
• SAM advocate alignment (Strategic
Fit and Functional Integration)
between and within four domains:
• Business domain
• IT domain
• Organization Infr. & processes
• IS Infr. & processes
• Based on SAM, 4 alignment
perspectives are possible:
1. Strategy Execution
2. Technology Potential
3. IT as Competitive Potential
4. Service level
• Since SAM, several alternative SAM- Venkatraman et al. (1993)
based models are introduced.
Information Management Model
(Maes 2000)
• Extend SAM model with a new row (Structure)
and a new column (Information and
Communication)
• New row, because business-IT relationship is not
only a question of strategic, but also structural
and operational correspondences
• (ARCHITECTURES: BA/EA, IA and IT-infra).
• New column, because business-IT relationship is
much more complex involving cultural, political,
financial and semantic aspects.
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16. maandag 5 november 2012
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BM and an agile approach
BM Visualization as first phase of scrum approach
Cases TomTom, Yes2Web, Dialogues House (ABN-AMRO)
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BM and EA platforms
Citizens/Consumers
Business services
= Platform for citizens/consumers
healthy living
Information systems services
= Platform for business services
Technology services
= Platform for information
systems services
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