Entrepreneurship and Enterprise Development through a Formal e- Business Model Framework

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1 Entrepreneurship and Enterprise Development through a Formal e- Business Model Framework Paper Alexander Osterwalder BFSH1, CH-1015 Lausanne, Switzerland Information Systems Department University of Lausanne Tel: (+41 21) Fax: (+41 21) alexander.osterwalder@hec.unil.ch Lausanne, Switzerland Keywords: Entrepreneurship, Enterprise development, Business Models, e-business, Digital Divide, Developing Countries

2 Abstract: The bridging of the so-called digital divide is an important issue in today's development efforts of international and non-governmental organizations and developing countries. This does not only concern access to new information and communication technologies (ICT) such as the Internet, but also access to the know-how to use these technologies for economic development. Many of the recent international initiatives to narrow the digital divide stress the necessity to develop a knowledgeable class of e-entrepreneurs that are able to use ICT. In this paper we outline a concrete methodology and propose some practical tools that shall foster entrepreneurship and enterprise development for the Internet era in developing countries. 1 Introduction When an architect starts planning a building he does several things. First of all, he collects information about the environment, the parties involved, the ground and the legal constraints. Second, he analyzes the situation and discusses the different possibilities with his team and with investors. After that he starts drawing the first sketches of the building. These sketches help the architect reason about what makes sense and help him find out if his ideas are feasible. Then follow the first serious discussions with the future owners and investors. When he has approval, the architect starts with the drawing of the plans - he begins with the raw and goes towards the subtle. At the same time he always checks if the increasingly detailed plans correspond to and express the big picture he initially had in mind. This whole process remarkably resembles the tasks of a manager of a company, who creates the strategy of the firm in a given environment, sets up a viable business model and oversees its implementation in process, organizational and Information Technology (IT) issues (see figure 1). One of the biggest differences between architects and managers is that former are confronted with physical problems, whereas the latter treat relatively complex social systems. This may be one explanation for the fact that architects dispose of quite sophisticated software tools to plan their buildings, while managers (business architects) are principally armed with word processors and some graphical tools to discuss, build, assess, share and implement the logic of their business. Only at the business process and the Information Systems level managers have a large choice of software tools that help them in their architectural tasks. Figure 1: Business architects

3 Because one of the biggest challenges of the modern enterprise and its executives is change, it would be interesting to think of a set of software tools that would allow business people to understand and describe the logic of their business and of what essential elements it is composed - just as an architect does for the blueprint of his building. Tools that would let them easily communicate this business logic to others and that would let them change and experiment with it in order to learn about business opportunities. To achieve this goal we introduce the business model framework that shall allow business architects to better seize the logic of their business, help them discover blind spots in their model and uncover new opportunities. The second section of the paper describes what is understood under the "digital divide" between so-called developed and developing countries and outlines some of the ongoing efforts of the international community to narrow this gap. The term refers to the discrepancy concerning the use of Information and Communication Technologies (ICT) and the originating competitive advantages, respectively disadvantages, in the international economic environment. Not being able to or not knowing how to make use of ICT is becoming a clear factor of economic exclusion for businesses in developing countries. Of course we are aware of the fact that the use of Information and Communication Technologies (ICT) is not a panacea for all development problems and that there are several obstacles that make it difficult for Small and Medium Sized Enterprises (SMEs) in developing countries to adopt ICT and particularly Internet business tools. But detailed analysis of experience around the world reveals ample evidence that, used in the right way and for the right purposes, ICT provides developing nations with an unprecedented opportunity to meet vital development goals such as poverty reduction, basic healthcare, and education more effectively than before [1]. Nevertheless, ICT stay useless tools without the knowledge to use them. Among many others, the Digital Opportunity Initiative [2] shows that it is indispensable to build a critical mass of knowledge workers that understand the new (architectural) tools, to increase technical skills among users and to strengthen local entrepreneurial and managerial capabilities. Particularly the Internet is an interesting communication channel that can mobilize this worldwide knowledge and expertise [3] and allows fostering knowledge transfer to and between the business actors in developing economies. In the third section we show that the Business Model Framework [4] can be a fertile methodology for the training of business architects (e.g. entrepreneurs and managers) to better understand the business use of ICT and the Internet in developing countries. The framework highlights the relevant business issues and bricks firms have to think of, in order to build successful organizations in the Internet era. This formal building-block like approach to business models helps entrepreneurs and business people in developing countries understand two things. First, what exactly is understood under business logic and how one can assemble and describe a business model - a little bit like an architect describes a building through plans. Second, this approach demonstrates how ICT influences business logic in the Internet era just as new materials increase the range of possibilities and creativity for an architect. The business model framework we describe in this paper is founded on four main pillars, which are product innovation, customer relationship, infrastructure management and financials. These main elements are then further decomposed.

4 In the last section we explain the interest of the Business Model Handbook for Developing Countries, which is a Web-based knowledge transfer tool that should show SMEs and local entrepreneurs the relevant business issues in the information society. With this tool they could, for example, learn how to address customers directly or understand how to reduce operational costs by slashing material, procurement and transaction costs, resulting in lower prices for intermediate and finished goods. Finally, we describe how this handbook could serve as a repository of formalized case studies of Small and Medium-Sized enterprises (SMEs) and Micro-Sized Enterprises (MSEs) in developing countries. 2 Digital Divide Simply put, the digital divide means that between countries and between different groups of people within countries, there is a wide division between those who have real access to ICT and are using it effectively, and those who don't 1. Since ICT are increasingly becoming a foundation of our societies and economies, the digital divide means that the "information have-nots" are denied the option to participate in new ICT jobs, in e-government, in ICT improved healthcare, and in ICT enhanced education. More often than not, the "information have-nots" are in developing countries, and in disadvantaged groups within countries. In this paper we particularly focus bridging the digital divide in companies of developing countries. 2.1 International Initiatives to Narrow the Digital Divide Several initiatives to narrow the digital divide have been launched the last few years, covering issues from infrastructure development to e-business development. The Digital Opportunities Task Force (DOT Force). The DOT Force was created by the G8 Heads of State at the Okinawa Summit in July It brought government teams, private sector, non-profit organizations, and international organizations together, in order to identify ways in which the digital revolution can benefit all the world's people, especially the poorest and most marginalized groups. Therefore the task force developed the Genoa Plan of Action, a framework for implementation, with nine priority areas to bridge the global digital divide. In this paper we address two of these action points, which are "enhancement of human capacity development, knowledge creation and sharing" and "fostering enterprise and entrepreneurship for sustainable economic development" [7]. United Nations (UN) ICT Task Force. Building on the Genoa Plan of Action, the ICT Task Force complements the implementation work that DOT Force members undertake by drawing together the key UN Agencies, reaching out to a broad audience through its regional network [6]. The Global Digital Opportunity Initiative (GDOI). GDOI is a partnership of the United Nations Development Programme (UNDP) and the Markle Foundation launched in early Its goal is to increase the impact of ICT in achieving the development objectives of developing countries. The GDOI 1 This definition of the digital divide and a pool of related information can be found on the Bridges.org Website ( [accessed: April 17, 2002]

5 builds on a framework developed by the Digital Opportunity Initiative for the 2001 G-8 Summit in Genoa, which consists of five critically interrelated areas for strategic intervention. Two of these areas, namely "human capacity" and "enterprise" are addressed by the business model framework outlined in this paper 2. The United Nations Information Technology Service (UNITeS). UNITeS is a global volunteer initiative, lead by the UN Volunteers programme, that allows volunteers to give their skills and time to extend the opportunities of the digital revolution to developing countries. One of the main goals is the establishment of a significant knowledge base/network on applications of ICT to various areas of human development (e.g., support to small and medium enterprises, health, education) and humanitarian aid. As part of the programme UNITeS has created the Netaid.org Website through which Online Volunteers from around the world help individuals and institutions in developing countries to make practical use of ICT in their development processes 3. The Information for Development Program (infodev). infodev is a global grant program managed by the World Bank to help developing economies fully benefit from modern information systems. It shares worldwide experience with, and disseminates best practices to governments and key decision-makers, both public and private, on the economic development potential of ICT Entrepreneurship and Development As the initiatives above demonstrate, human capacity development and entrepreneurship promotion are central issues in bridging the digital divide. Besides, the majority of recent publications of International Organizations stress the fact that the encouragement and support of e-entrepreneurship is indispensable if developing countries don't want to miss out on the possibilities of ICT [2; 5; 7; 8; 9]. Local businesses need to acquire a strong awareness and understanding of the business opportunities these technologies make available. Entrepreneurship plays a particularly critical role during periods of rapid economic change, as small, agile firms increase the ability of an economy to quickly respond to new challenges. Unfortunately, most developing countries have a poor environment for entrepreneurship. In general, there is a lack of knowledge with respect to the new business models that characterize Internet-centered businesses. And people that combine skills and creativity in Internet site creation, business know-how, access to finance and knowledge of local community needs are still relatively rare worldwide, but particularly in developing countries [10]. Nevertheless, as stated in the final report of the Digital Opportunity Initiative it is far from inevitable that ICT will have a negative impact on developing economies; in fact, with the right policies and practical actions, ICT can be a powerful enabler of development [2]. Creativity and entrepreneurship in Brazil, India, Thailand, Niger and elsewhere have already developed software for illiterate users and low-cost, solar-powered wireless devices [9]. But two essential conditions for entrepreneurship development are access to architectural tools for business and 2 [accessed: April 17, 2002] 3 [accessed: April 17, 2002] 4 [accessed: April 17, 2002]

6 business knowledge and understanding of the existing opportunities arising out of new ICT. In the following two sections we try to outline a framework and some tools that address these issues. 3 Business Model Framework The Business Model Framework is founded on four main pillars (see figure 5). (1) The products and services a firm offers, representing a substantial value to the customer, and for which he is willing to pay. (2) The infrastructure and the network of partners that is necessary in order to create value and to maintain a good customer relationship. (3) The relationship capital the firm creates and maintains with the customer, in order to satisfy him and to generate sustainable revenues. And last, but not least, (4) the financials, which are transversal and can be found throughout the three former components, such as cost and revenue structures. The four main elements are then further decomposed. 3.1 Product Innovation The Product Innovation pillar of the framework covers all product-related aspects. The main elements are the value proposition a firm wants to offer to specific target customer segments and the capabilities a firm has to be able to assure in order to deliver this value (see figure 2). Figure 2: Product Innovation Target customer segment. The value proposition a firm offers on the market should target a specific customer segment. The arise of new affordable communication technologies such as the Internet, have given firms in developing countries access to completely new markets. If companies had to pass by several intermediaries to access the final clients for their products and services, they can now often address them more directly. Chincheros for example, a small village in Peru, increased its income fivefold to US$1,500 per month when the village leaders formed an Internet-enabled partnership with an export company in The village vegetables are now sold daily in New York [2]. Through PEOPLink's global artisans trading exchange 5 local craftspeople in developing countries are increasing their incomes particularly because the wholesaling intermediaries for their produce have effectively been removed. They now receive up to 95 percent of the selling price for their produce where previously they received only 10 percent [2]. Several similar initiatives, offering indigenous peoples opportunities to globally market their traditional crafts and farm products exist on the Web [11]. In general, the Internet could erode an important advantage now enjoyed by firms in industrial countries: proximity to wealthy customers [8]. 5 [accessed : April 17, 2001]

7 Value proposition. This refers to what business the company is in and what bundle of products and services it offers on the market. It is important for firms and entrepreneurs in developing countries to understand that ICT opens them up a whole new world of opportunities. For example, rather than exporting products over the Internet, which demands an efficient and functioning logistical infrastructure, they could export digitally deliverable services. In e-transcription or e-editing firms would receive audio files over the Web, split them into sections and format them by several employees in a parallel working mode. The electronic document could be returned in 24 hours. A one hour tape, which equals about five to six typed pages goes at US$ 60 to 100 per hour in North America [12]. Another often cited example is the case of Indian firms that rely on cheap software developers or accountants to provide outsourcing services to western firms, particularly to multinationals. Further, through customization [13] firms could propose value tailored to the demand of a single customer. Small firms in developing countries have a substantial competitive advantage if they provide customized handmade products or customer-tailored services at low prices. The Internet makes it possible for a tailor in Shanghai to hand-make a suit for a lawyer in Boston and then FedEx it to him [14]. Capabilities. To deliver a value proposition firms must be conscious that they have to possess the range of capabilities that underpin the proposed value. This is particularly important for firms in developing countries, where ICT infrastructure and general infrastructure are not always satisfying and still often very expensive. 3.2 Infrastructure Management The Infrastructure Management element, describes the value system configuration [15] that is necessary to deliver the value proposition. This comprises the value configuration of the firm, in other words the activities to create and deliver value, and, the relationship between them, the in-house resources and assets and the firm s partner network (see figure 3). Value configuration. The main purpose of a company is the creation of value that customers are willing to pay for. This value is the outcome of a configuration of inside and outside activities and processes. To define the value creation configuration in a business model there are three basic trajectories. The value chain framework by Porter et al. [16] and its extension, as defined by Stabell et al. [17], who add the concept of the value shop and the value network. Understanding the value creation process is indispensable for streamlining business and for identifying the right software and Internet tools. Firms in developing countries can also benefit from the Open Source software movement that delivers powerful, cheap ICT tools. Resources and assets. In order to create value, a firm needs resources [18]. Grant [19] distinguishes tangible, intangible, and human assets. Companies in developing countries have to analyze where they have competitive advantages, in order to focus on a precise and limited range of resources and assets. For everything else, ICT opens up new ways of partnering and outsourcing.

8 Partner network. The partner network outlines, which elements of the activity configuration are distributed among the partners of the firm. Shrinking transaction costs make it easier for firms to vertically disintegrate and to reorganize in partner networks. CatGen, for example, provides software that enables local artisans to easily capture and transmit digital images of products over the Internet with minimal training and in conditions of poor connectivity. The solution is feasible due to the existence of public access points such as cyber cafes and telecenters [20]. Figure 3: Infrastructure Management 3.3 Customer Relationship Through the use of ICT firms can redefine the notion of Customer Relationship. First, they can get a feel for and understand the customer by outlining an information strategy. Second, firms can exploit new ways to deliver value and expand reach by covering new and multiple channels. Third, companies must understand that trust and loyalty has become one of the most important elements in a business world that is increasingly virtual and has less face-to-face contact (see figure 4). Information strategy. Collecting Information on customers and their behavior has become essential for understanding the market and offering adequate products and services. Better knowledge of its customers allows a firm to establish a personalized relationship tailored to the needs of every single customer. But companies in emerging markets are often wary of introducing continuous-relationship marketing because of the sophisticated IT systems, customer records, and marketing expertise it is said to require. In reality things are not as complicated, as shown by Chung et al. [21]. One mobile-phone operator in Asia, for example, cut customer churn by more than 40 percent by offering a special discount to just the customers identified as the most likely to cancel. An East Asian retail bank increased its credit card profits by targeting a direct-marketing campaign at high-income customers who were heavy ATM users, having discovered through the use of CRM that they were four times as likely to take up a credit card offer as the people in a control group.

9 Figure 4: Customer Relationship Feel & serve (channels). This element refers to the way a firm goes to market and how it actually reaches its customers [22]. As shown above, direct selling over the Web can improve margins and selling through new Internet mediation services, so-called cybermediaries [23] can mean new market opportunities. AfricanCraft.com 6 is a Web site dedicated to bringing the arts and the artisans of Africa online. By supplying information on online shops, craftspeople, artists and designers in Africa, and by setting up on-line classrooms on subjects, such as Kente paper weaving or Loom construction this Web site positions itself as a portal for African craftsmanship. This illustrates one of the best known and mostly applied aspects of e-business: providing information on products and value-added services over a Web Site. A firm can easily supply its customer with a wide range of basic information on products, prices and availability, or even offer him customized real-time information (i.e., delivery status, product lifecycle management). African countries for example, could have stopped their diminishing export performances, which were largely attributed to non-prices factors on the demand side [24], if they had used the Internet for marketing information on prices and used the Web for after sales services and quality amelioration. A successful example of a new cybermediary is the Chinese Web site alibaba.com that matches international customers with Chinese suppliers. This is very helpful for Chinese manufacturers which often have little knowledge how to address international export markets. Trust & Loyalty. For businesses in developing countries it is indispensable to find ways to establish trust between business partners if they want to survive in the virtual market space, particularly if they are in the export business. In online auctions, more often than not a lack of credibility makes it difficult for firms in developing countries to access customers. Purchasers need to have confidence that suppliers will provide input on time and in conformance with specifications, and product quality may not be known ex ante. More than half of 35 large firms using online auction or exchange sites said that they would not do business through online Web sites with firms they did not know [25]. Interview results indicate buyers typically firms in industrial countries see an especially high risk in purchasing from firms in developing 6 [Accessed : 30 September 2001]

10 countries [8]. Therefore it is important to use the existing mechanisms to build trust in e-business environments, such as virtual communities [26], performance history, mediation services or insurance, third party verification and authorization, and, clear privacy policies [27]. Finally, customer loyalty emerges out of the customer s trust and satisfaction. 3.4 Financials The Financials, the last pillar of our framework is transversal because all other pillars influence it. This element is composed of the revenue model of the firm and its cost structure. The formerly mentioned determine the firm s profit or loss and therefore its ability to survive in competition (see figure 5). Figure 5: Business Model Framework Revenue Model. This element measures the ability of a firm to translate the value it offers its customers into money and therefore generate incoming revenue streams. Firms can compose their revenue model of different revenue streams that can all have different pricing models. Companies in developing countries must understand that the Internet has had an important impact on pricing and has created a whole new range of pricing mechanisms [28]. Cost structure. This element measures all the costs the firm incurs in order to create, market and deliver value to its customers. It sets a price tag on all the resources, assets, activities and partner network relationships and exchanges that cost the company money. Profit/Loss. This element is simply the outcome of the difference between the revenue model and the cost structure. It can be seen as the culminating point and as an expression of the entire business model. Whereas product innovation and customer relationship shall maximize revenue, an effective infrastructure management shall minimize costs and therefore optimize the profit model.

11 4 Tools for Entrepreneurship & Enterprise Development and the Spread of ICT The framework outlined above is the foundation for a range of software and web-based-tools for entrepreneurs and business people that help them understand enterprise development and the digital opportunities in the Internet era. 4.1 The Business Model Handbook for Developing Countries The Business Model Handbook for Developing Countries (BMH4dev) is a proposition for a tool for business and entrepreneurial opportunity knowledge transfer over the Internet. It is Web-based and relies on the Business Model Framework outlined above. Entrepreneurs and business architects could navigate through the framework and learn about the essential enterprise concepts and discover the digital opportunities they could exploit (see figure 6). In other words, they would learn how to draw the blueprint for the Internet era organization. Of course, this tool should be driven by user demand and not perceived as a kind of Trojan Horse [29] to impose business and ICT concepts of more developed countries. Figure 6: The Business Model Handbook 4.2 Case Study Repository The Case Study Repository is also based on the Business Model Framework and could be implemented together with the BMH4dev. The goal of the repository is to make replicable, transportable and scalable cases of ICT adoption in developing countries easily available. Different from similar existing Webrepositories of international organizations and NGOs the cases would be decomposed and formally described by using our framework based on a building-block like approach. This has the advantage that cases can be searched and analyzed according to their different business model bricks. One entrepreneur might want to know what kind of value proposition has been adopted by other firms in developing countries, whereas a manager might want to learn more about digital distribution channel strategies and a third one might want to understand more about the opportunities in infrastructure management or partner

12 networks. This project shares with the Process Handbook project of the MIT [30] the key idea that a repository and the associated computerized tool can significantly enhance the creativity and the efficiency of business model designers (process model designers in the case of the MIT). 5 Acknowledgement My first thanks go to my intellectual family at the University of Lausanne, Switzerland and particularly to my thesis director, professor Yves Pigneur who keeps me intellectually challenged. A special thank you also to Dr. Sarra Ben Lagha and Mathias Rossi who have given me various insights on the topic of Information Systems in developing countries. 6 Conclusions A class of knowledgeable entrepreneurs and business architects must be developed if developing countries want to bridge the digital divide. ICT stay useless tools without the know-how to use them. But by using the new communication channels for knowledge transfer it is far from inevitable that ICT will have a negative impact on developing economies. Therefore, we provide the business model framework and propose a set of tools that shall allow entrepreneurs and managers in developing countries to understand the issues in the Internet era. 7 References 1. UNDP (2000) Driving Information and Communication Technology for Development, A UNDP Agenda for Action DOI: Digital Opportunity Initiative, (2001) Creating a Development Dynamic: Final Report of the Digital Opportunity Initiative, Accenture, Markle Foundation, UNDP. 3. World Bank Group (1996), Harnessing information for development: a proposal for a World Bank Group vision and strategy, Information Technology for Development, 6(3/4), Osterwalder, A., Pigneur, Y. (2002) An e-business Model Ontology for Modeling e-business, 15 th Bled Electronic Commerce Conference, June DOT Force (2001) Digital Opportunities for All: Meeting the Challenge, Report of the Digital Opportunity Task Force 6. DOT Force (2002) Statement - G8 DOT Force, [accessed: April ] 7. UNCTAD (2001) E-Commerce and Development Report World Bank (2001), Global Economic Prospects and the Developing Countries UNDP (2001) Human Development Report infodev (2000) The Networking Revolution Opportunities and Challenges for Developing Countries, infodev Working Paper, Global Information and Communication Technologies Department of the World Bank Group. 11. World Bank (2002) Global Coalitions for Voices of the Poor Web Guide: E-Commerce to Support Grassroots Entrepreneurs. 12. Rostenne, J. (2000) Internet for Business Making Money on the Web, a Specialized Workshop for Executives and Entrepreneurs ADF_workshop.ppt [accessed: April ] 13. Piller, F.T, Reichwald, R., Möslein, K. (2000). Information as a Critical Success Factor for Mass Customization or: why even a customized shoe not always fits, ASAC-IFSAM 2000 Conference, Montreal, Canada.

13 14. The Economist (2000) Falling through the net?, September 21 st 15. Gordijn, J., J. Akkermans, J. van Vliet (2001). Designing and Evaluating E-Business Models, IEEE Intelligent Systems, July/August 2001, Vol. 16, No. 4, pp Porter, M., Millar, V. (1985) How Information Gives You Competitive Advantage, Harvard Business Review 63 (4): Stabell, C.B., Fjeldstad, O.D. (1998). Configuring value for competitive advantage: on chains, shops, and networks, Strategic Management Journal, 19: Wernefelt, (1984). A resource-based view of the firm, Strategic Management Journal, 5: Grant, R.M. (1995) Contemporary Strategy Analysis, Malden MA: Blackwell. 20. infodev (1998) Implementing a Global e-commerce Network for Artisan Groups, infodev Project Proposal, Project Number Chung, S., Sherman, M. (2002) Emerging marketing, The McKinsey Quarterly, 2002 Number Hamel, G., (2000). Leading the revolution, Harvard Business School Press. 23. Sarkar, M., Butler, B., Steinfield, C. (1995). Intermediaries and cybermediaries: a continuing role for mediating players in the electronic marketplace, Journal of Computer-Mediated Communication 1 (3). 24. Oshikoya, T.W., Hussain, M.N. (1999) Information Technology and the Challenge of Economic Development in Africa, African Development Bank Group Economic Research Paper No Forrester Research (1999) Managing e-marketplace Risk 26. Hagel, J., Armstrong, A. (1997) Net Gain - Expanding Markets through Virtual Communities, Harvard Business School Press. 27. Friedman, B., Kahn, P., Howe, D. (2000) Trust Online, Comm. ACM, 43 (12) Klein, S., Loebbecke, C. (2000) The transformation of pricing models on the web: examples from the airline industry. 13th International Bled Electronic Commerce Conference, Bled, June Afemann, U. (2000) Internet and Developing Countries Pros and Cons, International Workshop Social Usage of Internet in Malaysia. 30. Malone, T.W., Crowston, K., Lee, J., Pentland, B., Dellarocas, C., Wyner, G., Quimby, J., Osborn, C.S., Bernstein, A., Herman, G. Klein, M., O Donnel, E., Tools for inventing organizations: Toward a handbook of organizational processes, Management Science vol. 45, no. 3, March, 1999, pp Biography Alexander Osterwalder is a research fellow at the Information Systems Department of the University of Lausanne, Switzerland. He holds a degree in Political Science and a Masters in Business Information Systems. His main research is on business models and the Internet in developing countries. He is managing editor for the Electronic Journal of Organizational Virtualness.

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