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Conceptual business models and
ontology's
A design perspective
eGlobal, 17th Bled eCommerce Conference
June 21- 23, 2004
Harry Bouwman, TUDelft
31/01/2013
1
ICT, Faculty TPM, Delft University of Technology
Out line
Business
models e
T
a
B
r
o
Business cases
A
S
P
…
…
…
• From hype to design
• Projects
Resources Customer i - .
Strategy k
Capabilities value l
e
r
Processes
Channels
Revenue models
• Business models 2000-2001
Access to
customer
Business
definition, taxonomy’s, assessment of Internet start ups
Channels
modelling F …
Channels …
IT-infrastructure .
• Business Models for Innovative Telematics
.
Applications 2002:
20 case studies: location aware, mobile and broadband services
Abstraction Type of service Value offering Revenue
• Freeband B4U 2003-2004
Business
Model
•
•
•
e-Comme rce
Mediation
Appl ication hostin g
& creation
A SP
.. .
B rok er
•
•
Models
Flat fee (subscriptio n)
Charge per tra nsaction
design methodology oriented
• ... eTail
.. .
• Usag e-based charg ing
• Freeband Uexperience 2004-2008
• Spon sori ng
Roles & relations • ...
Specific service Value system Service Revenue
actual design, mock ups, demonstrators, prototypes,….
• CD/DVD Webshop Sources
Business • Intern et digital
musi c portal • Subscrip tion fee
Case • ERP-app lication Combined roles in companies , • Cha rge p er transaction
based on:
servi ce • Advertisement
•Strategy
provisioning •Capabilities •...
• ... •Customer value Combined revenue models
Specific applications Process Design Tariff scheme &
Business • System a rchitectu re
revenue flow
Design • Software architecture • Subscription: $25
• Specific web server • Transaction fee:
• specific d atab ase $1.25 + 5% of value
• ... • Advertisement: $79
Specification /1000 hits
Tech nica l viewpoint Orga nisa tiona l viewpoint Financial viewpoin t
31/01/2013 2
Descriptive framework
MARKET OPPORTUNITIES
e.g. improvement of
communication in Healthcare
BUSINESS MODEL
SERVICE
OFFERING
Value proposition
Market segment
ECONOMIC VALUE
TECHNICAL DEVELOPMENTS e.g. profit, branding
e.g. UMTS, Web services TECHNOLOGY FINANCE
ARCHITECTURE ARRANGEMENTS
Functionality Cost structure
required Profit potential
CUSTOMER VALUE
e.g. usefulness
ORGANIZATION
ARRANGEMENTS
Structure of value
network
REGULATORY CHANGES
e.g. Unbundling of value chain
31/01/2013 3
ORGANIZATION
DESIGN
Strategies To participate in
& goals
Select partners Relations
Have Consists of May grow into
Value network
Consists of
Resources & Have
Actors Interactions
Capabilities Have
Define
Negotiate/
enforce Organisational Part-of Financial
arrangements Arrangements
Perform
Define
Define
Is a Are used in
Value activities Roles
Combine to
Influences
Puts
requirements on Generate
Technological Investment
Costs Delivered value
architecture sources
31/01/2013 4
Causal model
Critical design issues Critical success factors
results in a
Targeting Clear target group
enable a Compelling value
Value elements
proposition
may
be a is part of a
Pricing
(+)
enables (+) Expected (+) Viability of
Branding Customer reach
Customer value business model
(+)
is a requirement for
Security
co-determines Acceptable quality
Quality of service
of service delivery
enables
System Integration
enables
User profile Non obtrusive
management Customer retention
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Next step design
High Process Causal
frameworks frameworks
Evaluation
frameworks
Descriptive
Required frameworks
Integration
Classifications
Components Today’s position
Definitions
Low
Low Added value of further High
investigation
Adapted from Pateli & Giaglis, 2003
31/01/2013 6
Live Contacts
• Live contacts offers context information via a mobile device (not
now!) for your partners.
• That makes it possible to assess which communication channel
is most appropriate.
• Your partners can assess status of your calendar and your
preferences
• Available information:
• messenger status (online, offline, away, ...)
• calendar-information (type of appointments)
• location-information (work, mobile, home).
31/01/2013 7
Quick Scan Live Contacts:
walkthrough
31/01/2013 8
Quick Scan Live Contacts
Application Application
CP
Operator CP
Operator
provider provider
Licence Connectivity
Pay for
Service fee
fee connectivity
use fee Provider
User use fee
organisatio
n
User User
organisatio organisatio
n n
user
user user
Server model Service model
31/01/2013 9
Uexperience
• Support we centric user experience, with 4th
generation mobile service bundles
• A service bundle aimed at supporting dynamic user
groups which automatically adapts to changes in
the context of the group (e.g. changes in group
composition, goals, interests) and pushes and pull
information based on group profiles
• Domain
• Police officers, Health care, ….
31/01/2013 10
Research approach
We-centric user experiences
Group awareness & personalization Dynamic service bundling
• Joint design of service concepts for the police and healthcare
Testing of theories and concepts in police and healthcare pilots
e.g. Generic track Specific track
e.g.
Generic track Specific track
e.g. e.g.
• Measuring user • Factors influencing
• User requirements • User requirements for
User experiences use of service
for police/ care police/ care
• Rationale for selecting target group and applications
perspective • Factors influencing bundles
application application
usage
Specific track
e.g. Generic track Specific track Generic track Specific track
storylines
e.g. e.g. e.g.
Specific track
validation
• Design issues in we- • Design issues in • Co-design of service
• Co-design of service
Provisioning centric services (e.g.
concepts for police/care service bundling concepts for police/care
perspective network governance) (e.g. pricing)
Generic track Generic track
e.g. e.g.
• Design issues in we-centric services (e.g. • Design issues in service bundling (e.g.
Technology profile management) billing and accounting)
perspective • Generic functionality needed for we-centric • Generic functionality needed for service
services bundling
Specific track
e.g.
• Building demonstrators & prototypes for police and care applications
• Building service platform add-on
• Building tools to measure user experiences
Platform add-on & application development
31/01/2013 11
Conclusions
• Moving from definitions, taxonomy’s, et cetera towards
causal frameworks and prescriptive models
• Testing causal frameworks is problematic
• Number of cases, accessibility of core data
• Freeband B4U
• FBBM Quick scan and methodology: supportive tools
• Framework supports design process: practical value;
validation both in mobile domain but also in insurance
• To be applied in Uexperience
31/01/2013 12
More information
www.freeband.nl
www.freeband.nl/b4u
www.freeband.nl/frux
31/01/2013
13
SERVICE DOMAIN
Influence
Influences
Previous Previous Expected value Has
versions experience (consumer)
Influences
Co-determines Customers
Context or end-users
Perceived value Has
Effort
(consumer)
Are part of
Financial Requires
Tariff Market segment Revenue source
arrangements
Influence Influences
Technological Co-determine Delivered value Co-determine
Value activities
functionalities (provider)
Delivers Influences Delivers
Puts requirements on Puts requirements on
Technical Intended value
Value network
Architecture (provider)
31/01/2013 14
Value proposition
Summarised in
ORGANIZATION
DOMAIN
Strategies To participate in
& goals
Relations
Have Consists of May grow into
Value network
Consists of
Resources & Have
Have Actors Interactions
Capabilities
Define
Negotiate/
enforce Organisational Part-of Financial
arrangements Arrangements
Perform Define
Define
Is a Are used in
Value activities Roles
Combine to
Influences
Puts
Generate
requirements on
31/01/2013
Technological Investment 15
Costs Delivered value
architecture sources
Actors
TECHNOLOGY
DOMAIN
Is used in
Applications
Data
Produce
Devices
Billing Services
Own and platform
invest in Consists of Service Platforms
Customer Technical Have
data Functionality requirements
Technological platform Deliver
architecture for
Access Networks
Backbone
Infrastructure
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Generates
16
Costs
FINANCE
DOMAIN
Investment Capital
Value activities
sources Provide
Induce Are divided
over actors
Technological Cost Costs according to
architecture Is a sources Generate
Monitored using
Performance Financial Determine
Tariffs
indicators arrangements
Monitored using
Is a Revenue
Service Revenues
sources Generate Are divided
over actors
Co-determine according to
Threaten
Market
segment Risk
Risks
31/01/2013 sources 17
Generate
