Making Sense of Business Models
|
|
- Randell Smith
- 7 years ago
- Views:
Transcription
1 Making Sense of Business Models Susan Lambert School of Commerce, Flinders University of South Australia SCHOOL OF COMMERCE RESEARCH PAPER SERIES: ISSN: Not to be cited without permission of the author 1
2 Abstract The electronic commerce literature reveals a lack of consensus on the scope of the term business model and therefore the necessary attributes of business models. This creates an obstacle for the development of taxonomical research and problems for academics and professionals relying on the literature for guidance in understanding business models. This paper interrogates the meaning of the term business model identified in the electronic commerce literature and the attributes of business models either expressed in or implied by the definitions. The objective is to determine the essence of business models and the necessary and sufficient attributes of business models with a view to forming the constructs of taxonomical research. It is proposed that the necessary infrastructure and competencies that are vital in implementing a given business model are directly derived from the business model itself. Business models should be useful in distinguishing one business from another and in identifying the resources necessary to implement them. The data contained in the business model along with the resource specifications and the chosen business strategy will provide valuable input for information systems development. Introduction Business model is a term that is used in many contexts and it is difficult to understand exactly what a business model is (Timmers, 1999; Mahadevan, 2000; Hawkins, 2002). Some authors do not define the term but make reference to it and/or present taxonomies of business models (Bambury, 1998; Saloner and Spence, 2002; Chen, 2001). Others including Kalakota and Robinson (1999) and Whiteley (2000) do not use the term business model at all but use terms such as business designs and strategies. The aim of this paper is to explore the literature for the meaning of the term business model and to determine the necessary attributes of business models with a view to 2
3 developing a framework by which taxonomies can be constructed. Although some authors claim to present taxonomical data on business models they fall short of the empirical data collection requirements and statistical analysis that distinguishes taxonomies from other categorisation systems. 1 Before exploring the meaning and attributes of business models it is useful to reflect on the purpose of models in general. The Purpose of Models In trying to understand reality it is useful to remove unnecessary detail and create models of the pertinent characteristics or conditions. Models are scaled down and/or simplified versions of reality that focus on the essential characteristics or attributes of interest omitting irrelevant details. To construct a useful model it is necessary to know its intended use so that the essential elements can be identified and included and irrelevant details can be removed. For example, a model of a vehicle created to distinguish a car from a truck would look like the actual car but without much of the complexity such as braking system, engine or exhaust system. Only the characteristics that reflect the important differences between cars and trucks would be included. The characteristics that distinguish one car from other cars are not relevant and should not be modelled because they do not help to convey the differences between cars and trucks. If however, the model of the vehicle were created to explain the way that the motor eventually turns the wheels on a car, then the motor, the clutch and gear box, the tail shaft, differential and axle, and the wheels would need to be depicted. The doors and windscreen wipers would not be included because they are irrelevant in explaining the system that turns the wheels. In creating business models the proposed purpose of the model must be established before the attributes of the model are specified. If the purpose is to distinguish one type of business from others then the only characteristics that should be modelled are those that assist in distinguishing one business type from another. 1 See Hanks (1993), for a discussion of taxonomical research requirements. 3
4 If the purpose is to explain various business systems, structures and relationships, then it must map the complexities of the particular business system. Enterprise models serve such a purpose. Enterprise models are developed and used in early stages of systems development as an effective [method] for gathering the business needs and high-level requirements, (Persson and Stirna, 2000). Persson and Stirna s (2000) survey revealed that enterprise modelling was useful in creating a multifaceted map of the business as a common platform for communicating between stakeholders. Consistent with this view Gordijn et al (2000a) propose that the business model should illustrate the business essentials necessary for electronic commerce information systems requirements engineering. Gordijn et al (2000b) propose a business model ontology that enhances business- IT alignment and smoothens the transition to e-commerce systems development. These business models must represent the internal workings of the business and therefore have the potential for translation to programmable systems. Although Gordijn et al (2000b) relate the business models to e-commerce there seems to be no reason why they cannot be applied equally to non-e-commerce business. The question is, what is the function of a business model? Is it to simplify a complex system or structure, as do enterprise models, or is it to illustrate differences between various types of businesses? Ideally it should have the potential to do both. At an abstract level it should depict the features of the business that distinguish it from others and it should also provide the means by which the complexities of the business can be modelled. Which aspects of the business and the depth of detail of the business that the business model depicts need to be established. It may be argued that the business model should encompass all aspects of the business or alternatively, that it should focus on a particular aspect of the business. If too much detail is included in the business model its purpose of simplifying complex reality is diminished. If too little detail is included then its purpose of distinguishing between essentially different businesses is defeated and we end up with an abstract business model that encompasses all businesses. The 4
5 objective is to find the attributes that ensure sufficient and only relevant information is contained in the business model to serve its purpose. Business Model Definitions As a first step in determining the nature of business models it is useful to examine the definitions present in the literature. What is revealed from this examination is that there exists no generally accepted definition of business models and consequently there is little consensus as to their attributes. The language used to describe business models leaves the reader wondering just what a business model is. Rappa (2003), Afuah and Tucci, (2001) and Turban et al (2002) refer to business models as methods by which firms do business. Timmers (1999), and Dubosson-Torbay et al (2002) refer to business models as architectures, whilst Krishnamurthy (2003:p14) states that, A business model is a path to a company s profitability. Others refer to business models as descriptions or specifications (KMLab Inc, 2000, in Chesbrough & Rosenbloom, 2002; Gordijn et al, 2000a&b; Weill and Vitale, 2001; Elliot, 2002; Hawkins, 2002). Rayport and Jaworski (2001:pxiv) add to the confusion with the statement While many believe that Internet businesses do not have business models, we strongly disagree. This statement suggests to the reader that firms can choose whether or not to have a business model however it is apparent even from the diverse terminology used by other authors that a business model, be it a method, an architecture, a path, a specification or a description, exists for every firm; it is just a matter of articulating it. Hamel (2000), Porter (2001), Hawkins (2002), Betz (2002) and Rappa (2003) use quite abstract definitions of business models whilst others including KMLab Inc., (2000, in Chesbrough and Rosenbloom, 2002) provide very detailed definitions that specify the underlying attributes of business models. The common ground is that the business model should depict the business in relation to the other entities that form part of the value network and how the firm expects to generate revenue. The substantive difference between definitions relates to the scope of the business model. KMLab Inc., (2000, in Chesbrough and Rosenbloom, 2002), Afuah and Tucci (2001), Betz (2002) and Dubosson-Torbay et al (2002), require the business model to depict 5
6 internal resources and workings of the firm whilst others including Timmers (1999), Rappa (2003), Weill and Vitale (2001), Elliot (2002), Turban et al (2002) and Hawkins (2002) do not. Instead, this latter group recognise the role of marketing models, production models and business strategies in depicting internal resources and organisational issues. Timmers (1999) states that the marketing model, whilst being separate from the business model, must be compatible with the business model. Elliot (2002:p7) states Business strategies specify how a business model can be applied to a market to differentiate the firm from its competitors,.... Weill and Vitale (2001) draw a distinction between business models and business strategies and suggest that the business model and business strategies must be compatible. Weill and Vitale (2001), also take the view that infrastructure, critical success factors and core competencies flow from each unique business model but are not attributes of the business model itself. In addition to the differences in definitions of business models significant differences exist with respect to the constructs of business models. For instance, Gordijn et al (2000a) and Rayport and Jaworski (2001), Afuah and Tucci (2001) take a valueoriented approach to constructing business models. Hawkins (2002) takes a modal view requiring the transaction mode, the revenue mode and the exchange modes to be modelled. Hamel (2000) on the other hand uses customer interface, core strategy, strategic resources and value networks as constructs and Weill and Vitale (2001) construct their atomic business models from major entities, major flows and revenues and other benefits to each participant. Lambert (2002) provides a table of the attributes assigned to business models by various electronic commerce authors. It is evident that a number of approaches exist. Business Models Identified in the Literature Taxonomies and other classifications of business models can be found in the electronic commerce literature, however, they are predominantly anecdotal accounts of traditional business models that have been transformed to suit the electronic commerce sector and those that are unique to electronic commerce. They are differentiated by the value offered to the customer (eg. product or information), the 6
7 method of raising revenue (eg. advertising, commission, registration) or where the firm sits in the value chain (merchant, manufacturer or intermediary) to mention a few. In general the descriptions consist of unstructured narrative making it difficult to distinguish one model from another and difficult to appreciate the underlying resource and infrastructure requirements of each (Lambert, 2002). Weill and Vitale (2001), Schneider and Perry (2000) and Eisenmann (2002) use a few (six to eight) broad categories whereas Rappa (2003) and Bambury (1998) distinguish businesses on as little as a single attribute resulting in twenty-seven and fourteen different models respectively. Bambury (1998), distinguishes between what he calls transplanted real-world business models and native Internet business models, identifying eight transplanted real-world business models and six native Internet business models. Rappa (2003) proposes eight major categories of business model with no fewer than twenty-seven sub-categories. Afuah and Tucci (2001) list and describe nine business models whilst Timmers (1999) and Lawrence et al (2000) each propose eleven business models. Kalakota and Robinson (1999) do not use the term business model. They list seven e-business designs that they then refine adding detail that relates to business strategy. Hawkins (2002) observes that the literature lacks the systematic development of taxonomies and frameworks and that Recent attempts to create taxonomies of business models mostly amount to no more than random, unrelated lists of business activities that just happen to occur on Internet platforms. A Proposed Framework for Constructing Business Models The position taken in this paper is that the business model should describe, in a structured way, how the firm receives and provides value to other entities in the value network and how the entities within the value network inter-relate. It should be an outward looking model free from details relating to the internal workings of the firm since the internal working of the firm are dependent on the values assigned to the business model attributes. A business model is the collection of attribute values that 7
8 describe a business concept. The necessary and sufficient attributes that must be assigned values in order to describe the business concept are: The value being offered by the firm such as products, services or information. The value being received by the firm such as revenue, promotion, products, services or information. The revenue model may need to be elucidated since this can have significant implications for organisational and resourcing decisions. The role the firm plays in the value chain such as intermediary or manufacturer/wholesaler. The entities with which the firm interacts such as consumers, suppliers, intermediaries and allies. The nature of the interactions including the channels of interaction such as the Internet, face-to-face and telephone. The business model consists of the collective values assigned to these attributes and will imply certain resource requirements and organisational structures. Weill and Vitale (2001) suggest that the atomic e-business models, as they refer to them, can provide insight into what is required to successfully operate the e-business type. These requirements such as IT infrastructure, human resource requirements, key competencies, financial models, production models etc. provide information necessary for the implementation of the business model and will vary according to the values assigned to the business model attributes. For example, a firm adopting a content provider business model will require resources and staff to produce timely accurate information faster than its competitors or more accurately than its competitors and present it in a way that appeals to the user. Their resource requirements will centre on capturing and generating information and dealing with business-to-business relationships. In contrast the firm that adopts a portal business model will require resources and skills based around Internet and web activities along with marketing skills relating to both business-to-consumer and business-to-business relationships. 8
9 Figure 1 illustrates that the choice of business model will determine the resources required by the firm and potential strategies available to the firm. Strategy will also be dependent on the resources available to the firm. Figure 1: Relationship between Business Models, Resources and Strategy Business Model The value offered and to whom The value received in return and from whom The firm s position in the value domain The nature and channels of interactions of the firm with other entities in the value domain Business model choices constrained by resource availability Resource needs determined by the choice of business model Strategy and structure must be compatible with the business model Strategy and Structure Business systems Manufacturing model Management structure Marketing strategy Competitive advantage Growth strategy Strategy and structure choices will have resource implications Resources Capabilities IT infrastructure Physical assets Financial resources Human resources Strategy and structure will be dependent on the resources available For example a firm adopting a direct-to-consumer business model to sell its physical products over the Internet will require a computer system and IT skills to build and manage the site, customer relationship skills and the logistics to deliver goods to multiple and possibly geographically dispersed areas, and of course the ability and resources to manufacture the products. A firm adopting an intermediary business model will require skills and assets to manage relatively large amounts of data from both customers and suppliers. They will require relatively greater IT infrastructure and an ability to attract 9
10 large numbers of consumers to their site since this is how suppliers are attracted to the site. The bi-directional arrows between business model and resources illustrates that the firm can extrapolate potential business models based on its available resources. A firm wanting to embark on Internet based commerce could look at its resource base and determine the business models it could implement. If the firm s skills are in marketing and customer relationship management it might choose to establish itself as an intermediary. If the firm does not have the web skills or the marketing skills it may choose to utilise an ally or intermediary to provide the consumer interface. It may become a content provider to various sites with the aim of building a respected reputation in the marketplace. Based on the business model and the nature and amount of the resources available to the firm the business strategy can be devised. The information compiled at this stage will provide a blue-print of the business that can facilitate information systems requirements modelling, an application recognised by Gordijn et al (2000 a&b) and Persson and Sterna (2000). Figure 1 also illustrates the relationship between the three levels of information and the iterative process that needs to be adopted in deciding appropriate business models from an internal viewpoint. If the firm chooses a business model for which it cannot acquire the necessary resources it must examine the business model options again with a view to finding a business model that is compatible with its resources. Once this has been achieved the firm must devise strategies to implement the business model. During this process the firm might discover that certain strategy decisions alter the resource requirements that in turn might cause the original business model to be questioned. The process is therefore iterative. By restricting the business model to an abstraction of the marketplace relationships and interactions of the firm, the essence of the business concept is captured and communicated. Differences between business models can be illustrated exclusive of redundant detail that flows from the business model. That detail is added in two stages, firstly the resources to enable the firm to implement the business model effectively and secondly, strategies that show how the firm will deploy its resources to achieve the business objectives. The resources available to the firm coupled with the strategies for 10
11 deploying those resources potentially provide a competitive advantage for the firm that will enable it to sustain profits. It is expected that the adoption of this framework will result in just a handful of discreet business models. The resource requirements that flow from each business model will differ and firms adopting the same business model will have reasonably homogeneous resource requirements. Conclusion This paper has examined and analysed the use of the term business model in the electronic commerce literature. It has revealed a lack of consensus as to the nature of business models and therefore the attributes that make up business models. This has created a barrier to structured taxonomical research since the constructs on which to base such research is missing. Taxonomical research is required to determine the incidence of business models in practice. Once taxonomies based on predetermined business model constructs have been established the relationships between attribute values and resource requirements and strategies can be tested. A narrow definition of business models that focuses on the relationship of the business with the value network has been proposed in this paper along with a framework for constructing and selecting business models. It is anticipated that the business model framework will dictate the constructs of future taxonomical research. 11
12 References Afuah, Allan and Tucci, Christopher L. Internet Business Models and Strategies. McGraw-Hill Irwin; Bambury, Paul. A Taxonomy of Internet Commerce Last accessed April 10, Betz, F. Strategic Business Models. Engineering Management Journal. March Chen, S. Strategic Management of e-business. Chichester: Wiley & Sons; Dubosson-Torbay, M.; Osterwaldeer, A., and Pigneur, Y. E-Business model design, classification and measurements. Thunderbird International Business Review. 2002; Jan/Feb Eisenmann, Thomas R. Internet business models, text and cases. New York: McGraw-Hill Irwin; Elliot. Electronic Commerce: B2C Strategies and Models. Chichester: Prentice- Hall; Gordijn, J.; Akkermans, H., and van Vleit, H. Business Modelling is not Process Modelling. 2000a. Last accessed April 10, Gordijn, J.; Akkermans, H., and van Vleit, H. What is an electronic business model? 12th International Conference on Knowledge Engineering and Knowledge Management, EKAW-2000; 2-6 Oct 2000b; Juan-les-Pins, France. Hamel, G. Leading the Revolution. USA: Harvard Business School Press; Hanks, H; Watson, C; Jansen, E., and Chandler, G. Tightening the Life-Cycle Construct: A Taxonomic Study of Growth Stage Configurations in High- Technology Organizations. Entrepreneurship Theory and Practice. 1993; (Winter). Hawkins, R. The Phantom of the Marketplace: Searching for New E-Commerce Business Models. Euro CPR 2002; March 24-26; Barcelona Kalakota, R and Robinson, M. e-business Roadmap for Success. Reading: Addison Wesley Longan, Inc; KMLab Inc, 2000, in Chesbrough, H. and Rosenbloom, R. The Role of the Business Model in Capturing Value from Innovation: Evidence from Xerox Corporation's Technology Spinoff Companies. Harvard Business School Working Paper Krishnamurthy, S. E-Commerce Management, Text and Cases, Thompson Learning;
13 Lambert, S. A Review of Electronic Commerce Literature to Determine the Meaning of the Term Business Model ; School of Commerce Research Paper Series Lawrence, E.; Corbitt, B.; Fisher, J.; Lawrence, J., and Tidwell, A. Internet Commerce: Digital models for business. Milton, Queensland: John Wiley and Sons Australia Ltd; Mahadevan, B. Business Models for Internet-based E-commerce: An anatomy. California Management Review. Summer 2000 Persson, A. and Stirna, J. An explorative study into the influence of business goals on the practical use of Enterprise Modelling methods and tools. In G. Harindranath et. al. (ed.), New Perspectives on Information Systems Development: Theory, Methods and Practice, Kluwer Academic, New York, USA, pp ; 2000 Porter, M. Strategy and the Internet. Harvard Business Review; March 2001 Rappa, P. Business Models on the Web. Last accessed April 20, Rayport and Jaworski. Electronic Commerce. New York: McGraw-Hill; Saloner, G. and Spence, A. M. Creating and Capturing Value Perspectives and Cases on Electronic Commerce. New York: Wiley & Sons Inc; Schneider, G and Perry, J. Electronic Commerce. Course Technologies; 2000 Timmers, P. Electronic Commerce: Strategies and Models fro business-tobusiness trading. Chichester: Wiley & Sons Ltd; Turban, E.; King, D; Lee, J.; Warkentin, M., and Chung, M. Electronic Commerce; a Managerial Perspective, International Edition. New Jersey: Pearson Education, Inc; Weill, P. and Vitale, M. R. Place to Space: migrating to ebusiness models. Boston: Harvard Business School Press; Whiteley, D. e-commerce: Strategy, Technologies and Applications. Berkshire: McGraw-Hill Publishing Company,
A Review of the Electronic Commerce Literature to Determine the Meaning of the Term Business Model.
A Review of the Electronic Commerce Literature to Determine the Meaning of the Term Business Model. Susan Lambert School of Commerce Flinders University of South Australia SCHOOL OF COMMERCE RESEARCH PAPER
More informationA Business Model Research Schema
A Business Model Research Schema Susan Lambert February 2006 SCHOOL OF COMMERCE RESEARCH PAPER SERIES: 06-2 ISSN: 1441-3906 Abstract This paper suggests a schema for business model research that has the
More informationTYPES OF B2B E-BUSINESS MODEL COMMONLY USED: AN EMPIRICAL STUDY ON AUSTRALIAN AGRIBUSINESS FIRMS
TYPES OF B2B E-BUSINESS MODEL COMMONLY USED: AN EMPIRICAL STUDY ON AUSTRALIAN AGRIBUSINESS FIRMS Dr Eric Ng Faculty of Business University of Southern Queensland Toowoomba Queensland 4350 Australia Phone:
More informationAccounting 5922 E-Business Strategies and Processes
Accounting 5922 E-Business Strategies and Processes Overview Organizations engaging in electronic forms of business are seeking to create and sustain value by radically altering conventional business models
More informationSTRUCTURE AND COMPONENTS OF THE E-COMMERCE BUSINESS MODEL
STRUCTURE AND COMPONENTS OF THE E-COMMERCE BUSINESS MODEL APPENDIX B INTRODUCTION A successful e-commerce venture requires a viable business model and a long-term sustainable strategy. When planning and
More informationWhich B2B E-Business Model: The Case of Australian Agribusiness Organisations. Eric Ng University of Southern Queensland
Which B2B E-Business Model: The Case of Australian Agribusiness Organisations Eric Ng University of Southern Queensland Meredith Lawley University of the Sunshine Coast Jane Summers University of Southern
More informationE-commerce in Developing Countries. Judy Young School of Information Systems University of Tasmania jf_young@infosys.utas.edu.au
E-commerce in Developing Countries Judy Young School of Information Systems University of Tasmania jf_young@infosys.utas.edu.au Gail Ridley School of Information Systems University of Tasmania Gail.Ridley@utas.edu.au
More informationBusiness Model for the Sharing Economy between Enterprises
Business Model for the Sharing Economy between Enterprises Min Je Cho 1, Chea Ryeon Woo 2, Hyung Rim Choi, Soon Goo Hong, Kang Bae Lee, Su Jin Park Management of Information Systems DongA University Bumin
More informationAPPLICABILITY OF SELECTED E-COMMERCE MODELS TO AN E-COMMERCE PLANNING PROCESS MODEL
APPLICABILITY OF SELECTED E-COMMERCE MODELS TO AN E-COMMERCE PLANNING PROCESS MODEL Diana Kao, Ph.D., Odette School of Business, University of Windsor, kao@uwindsor.ca Judith Decou, B.Sc., Odette School
More informationpp.153-182 7 (1) (2) (3) (4) (5) (6) (7) 1 EMBA 2 3 4
pp.153-182 1 2 3 4 14 15 13 2 7 (1) (2) (3) (4) (5) (6) (7) 1 EMBA 2 3 4 153 5 1990 1995 2000 2002 Laudon & Traver, Kalakota and Whinston 1997 2002 Internet Business Model Innovative 154 pp.153-182? (
More informationDefining the Business Model in the New World of Digital Business
in the New World of Digital Business Mutaz M. Al-Debei School of Information Systems, Computing and Mathematics, Brunel University, London, UK. Mutaz.Al-Debei@brunel.ac.uk Ramzi El-Haddadeh School of Information
More informationChapter 2 Digital Business Models: Review and Synthesis
Chapter 2 Digital Models: Review and Synthesis 2.1 Origins of Models While technological disruptions are changing the competitive landscape, their full impact on business structures, processes, and innovativeness
More informationWP3: E-business Model Roadmap. Deliverable 3.1 (Revised):
WP3 E-Business Model Roadmap Deliverable 3.1 (Revised): E-Factors Report Part 1: Overview, and Current Trends on E-Business Models Work Package Work Package Leader Task Leader Task Contributors Thematic
More informationMohsen Javdan. Dr. Mohammad Fathian
Developing a framework for assessing B2C mobile business models Mohsen Javdan Department of Industrial Engineering, Iran University of Science and Technology, Dr. Mohammad Fathian Department of Industrial
More informationWhich B2B E-Business Model To Adopt: The Case Of Taiwan Agribusiness Firms. Eric Ng, Les Brown, University of Southern Queensland.
Which B2B E-Business Model To Adopt: The Case Of Taiwan Agribusiness Firms Eric Ng, Les Brown, University of Southern Queensland Abstract This research investigated the reasons which led Taiwanese agribusiness
More informationE-Business: Strategy and Management GBAT9117
AGSM @ UNSW Business School Master of Business & Technology Program E-Business: Strategy and Management GBAT9117 Course Overview Semester 1 2015 11/12/14 Important Notice The material contained in this
More informationSupply Chain Management
Unit BR4: Supply Chain Management Unit code: D/503/7270 QCF level: 6 Credit value: 15 Aim This unit aims to give the learner an understanding of why supply chains are important to organisations for gaining
More informationBehind the Internet Business Models: An E-health Industry Case
Master Thesis Master of Science in Economics and Business Administration International Business (IBS) Behind the Internet Business Models: An E-health Industry Case Authors: Ieva Berzina Paul van Bommel
More informationFive Core Principles of Successful Business Architecture
Five Core Principles of Successful Business Architecture Authors: Greg Suddreth and Whynde Melaragno Strategic Technology Architects (STA Group, LLC) Sponsored by MEGA Presents a White Paper on: Five Core
More informationINTRODUCTION (Internet Marketing, Strategy, Implementation and practice -
INTRODUCTION (Internet Marketing, Strategy, Implementation and practice - Dave Chaffey, Richard Meyer, Kevin Johnston, Fionas Ellis Chadwick, Prentice Hall 2 nd Edition) In this section, we introduce the
More informationFourth generation techniques (4GT)
Fourth generation techniques (4GT) The term fourth generation techniques (4GT) encompasses a broad array of software tools that have one thing in common. Each enables the software engineer to specify some
More informationEMBEDDING BCM IN THE ORGANIZATION S CULTURE
EMBEDDING BCM IN THE ORGANIZATION S CULTURE Page 6 AUTHOR: Andy Mason, BSc, MBCS, CITP, MBCI, Head of Business Continuity, PricewaterhouseCoopers LLP ABSTRACT: The concept of embedding business continuity
More informationEvaluation of Electronic Business Model Success: Survey among Leading Finnish Companies
Evaluation of Electronic Business Model Success: Survey among Leading Finnish Companies Aleksi Horsti Information Systems Science, Helsinki School of Economics aleksi.horsti@jippii.com Virpi Kristiina
More informationUNDERSTANDING YOUR TARGET AUDIENCE AND DEFINING YOUR VALUE PROPOSITION
57 Stage 3: Set Up and Start Up Theme 6: Marketing UNDERSTANDING YOUR TARGET AUDIENCE AND DEFINING YOUR VALUE PROPOSITION Now that you re ready to turn your idea into a reality and begin defining your
More informationThe Importance of Trust in Relationship Marketing and the Impact of Self Service Technologies
The Importance of Trust in Relationship Marketing and the Impact of Self Service Technologies Raechel Johns, University of Canberra Bruce Perrott, University of Technology, Sydney Abstract Technology has
More informationCloud Computing - Benefits and Barriers for Retail Adoption
Original Published Research from Cobweb Solutions - Europe s Leading Cloud Services Provider Cloud Computing - Benefits and Barriers for Retail Adoption 28022011 v1.5 written by Ed Dixon Director of Enterprise
More informationMake the Leap from ecommerce to Omni- Channel
Iaodesign/Shutterstock An ecommerce platform is the foundation for a successful Omni- Channel business model arvato Systems North America 6 East 32nd Street, New York, New York 10016 United States All
More informationWho is in charge: Corporate Communications or Corporate Marketing?
Who is in charge: Corporate or Corporate Marketing? A European survey amongst the top reputation leading companies i Markus Will, Malte Probst and Thomas Schmidt, ii Centre for Corporate, mcm institute
More informationE-commerce of virtual products: definition of a business model for the selling of software
E-commerce of virtual products: definition of a business model for the selling of software Abstract Since the computer was invented, the technology of the Internet has heralded the greatest changes in
More informationAN E-COMMERCE SYSTEM MODEL
AN E-COMMERCE SYSTEM MODEL Robert C. Nickerson San Francisco State University RNick@sfsu.edu Abstract This paper presents a model of e-commerce systems that can be used as a framework for analyzing system
More informationUsing GIS and CRM to Develop Intermediary Portal E-Business Model: The Case of Automobile Industry
Using GIS and CRM to Develop Intermediary Portal E-Business Model: The Case of Automobile Industry Lihua Zhao School of Marketing The university of New South Wales Sydney, Australia Email: Lihua_zhao@unsw.edu.au
More informationCapability Statement
Capability Statement The Lead Generation Company (LGCo) was established over eleven years ago and is s premier organisation in the provision of lead and marketing solutions. We have over a decade of experience
More informationAn e-business Model Ontology for the Creation of New Management Software Tools and IS Requirement Engineering
An e-business Model Ontology for the Creation of New Management Software Tools and IS Requirement Engineering Alexander Osterwalder Ecole des HEC, Université de Lausanne, 1015 Lausanne Tel: (+41 21) 692.3420,
More informationA Framework for Competitive Advantage in etourism
A Framework for Competitive Advantage in etourism Markus Gratzer a, Werner Winiwarter b a E-Commerce Competence Center EC3 Donau City Straße 1, 1220 Vienna, Austria markus.gratzer@ec3.at b Institute for
More informationPRE-PROPOSAL GUIDE: MARKETING CAMPAIGN OR PROGRAM
PRE-PROPOSAL GUIDE: MARKETING CAMPAIGN OR PROGRAM 01 02 03 04 05 06 WHY IT MATTERS GETTING STARTED STRATEGY CONCEPT PLAN TYPICAL INVESTMENT AND TIMEFRAME 01. WHY IT MATTERS When you re revamping a marketing
More informationA Framework for Selecting E-Commerce Business Models
A Framework for Selecting E-Commerce Business Models Imran K. Jalozie Illinois State University School of Information Technology- College of Applied Science and Technology; Normal, IL 61790-5150 H. Joseph
More informationBusiness Models by Susan Lambert
Business Models by Susan Lambert What is a business model and what does it consist of? The business model concept is frequently referred to in annual reports and newspaper articles and it is used by business
More informationA New Acid Test for Supply
A New Acid Test for Supply Chain Talent Management Key Takeaways n The complexity surrounding the supply chain s evolution has heightened the difficulty of finding and attracting the best available supply
More informationSTRATEGIC PLANNING TEN-STEP GUIDE. Planning is a critical component of good business and good management of business.
STRATEGIC PLANNING TEN-STEP GUIDE THE IMPORTANCE OF PLANNING Planning is a critical component of good business and good management of business. Planning helps assure that a business remains relevant and
More informationEffective Implementation of Portals: Best Practice Model
Effective Implementation of Portals: Best Practice Model Abdullah S. Al-Mudimigh Department of Information System, College of computer and Information Sciences King Saud University, Saudi Arabia E-mail:
More informationDeveloping competitive advantages through e-business of Lithuania s SMEs
Developing competitive advantages through e-business of Lithuania s SMEs R. Gatautis Marketing department, Economics and Management Faculty, Kaunas University of Technology, Laisves av. 55, Kaunas LT-3000,
More informationVision: The relationship between a firm s strategy and business model
ABSTRACT Vision: The relationship between a firm s strategy and business model Boniface C. Madu Grand Canyon University Leadership and management in all organizations face the problem of choosing among
More informationBusiness Intelligence and Strategic Choices
Business Intelligence and Strategic Choices Walter Cunningham Paul McNamara BenchMark Consulting International Introduction In the preceding article in this series, strategy was defined as a series of
More informationAll available Global Online MBA routes have a set of core modules required to be completed in order to achieve an MBA.
All available Global Online MBA routes have a set of core modules required to be completed in order to achieve an MBA. Those modules are: Building High Performance Organisations Management and Organisational
More informationChapter 8. Generic types of information systems. Databases. Matthew Hinton
Chapter 8 Generic types of information systems Matthew Hinton An information system collects, processes, stores, analyses and disseminates information for a specific purpose. At its simplest level, an
More informationNASCIO EA Development Tool-Kit Solution Architecture. Version 3.0
NASCIO EA Development Tool-Kit Solution Architecture Version 3.0 October 2004 TABLE OF CONTENTS SOLUTION ARCHITECTURE...1 Introduction...1 Benefits...3 Link to Implementation Planning...4 Definitions...5
More informationIdentifying Key Information Systems Competences in Small Firms
Identifying Key Information Systems Competences in Small Firms Paul Cragg Professor, Department of Accountancy, Finance and Information Systems, College of Business and Economics, University of Canterbury,
More informationOrganisation Profiling and the Adoption of ICT: e-commerce in the UK Construction Industry
Organisation Profiling and the Adoption of ICT: e-commerce in the UK Construction Industry Martin Jackson and Andy Sloane University of Wolverhampton, UK A.Sloane@wlv.ac.uk M.Jackson3@wlv.ac.uk Abstract:
More informationi2isales Training Solution - Sales Management
Please note: This document has been created due to requests from some of our customers for an off the shelf solution. It represents a very basic outline of the type of offering(s) we provide - and should
More informationTRAINING CATALOGUE ON IMPACT INSURANCE. Building practitioner skills in providing valuable and viable insurance products
TRAINING CATALOGUE ON IMPACT INSURANCE Building practitioner skills in providing valuable and viable insurance products 2016 List of training courses Introduction to microinsurance and its business case...
More informationKey Steps to a Management Skills Audit
Key Steps to a Management Skills Audit COPYRIGHT NOTICE PPA Consulting Pty Ltd (ACN 079 090 547) 2005-2013 You may only use this document for your own personal use or the internal use of your employer.
More informationDownloaded from UvA-DARE, the institutional repository of the University of Amsterdam (UvA) http://hdl.handle.net/11245/2.115195
Downloaded from UvA-DARE, the institutional repository of the University of Amsterdam (UvA) http://hdl.handle.net/11245/2.115195 File ID Filename Version uvapub:115195 Wietze_van_der_Aa 2011 Service_Business_Model_Framework
More informationProcess Optimization - Automation The First Step
Process Optimization - Automation The First Step Process Optimization - Automation: The First Step Business Process Management. To many, these words conjure up images of tremendous complexity. Months of
More informationHealthcare, transportation,
Smart IT Argus456 Dreamstime.com From Data to Decisions: A Value Chain for Big Data H. Gilbert Miller and Peter Mork, Noblis Healthcare, transportation, finance, energy and resource conservation, environmental
More informationSection 4: Key Informant Interviews
UCLA CENTER FOR HEALTH POLICY RESEARCH Section 4: Key Informant Interviews Purpose Key informant interviews are qualitative in-depth interviews with people who know what is going on in the community. The
More informationFIVE STEPS TO MANAGE THE CUSTOMER JOURNEY FOR B2B SUCCESS. ebook
FIVE STEPS TO MANAGE THE CUSTOMER JOURNEY FOR B2B SUCCESS ebook TABLE OF CONTENTS Executive Summary Step 1: Map the Customer Journey Step 2: Find the Gaps, Please Step 3: Create a Total Customer View Step
More informationAnalyzing Marketing Cases
Analyzing Marketing Cases What is a case? A case is a verbal snapshot of the whole or some part of an organization. The cases are all based upon problems and events that actually took place, although in
More informationEVALUATING E-BUSINESS ADOPTION: OPPORTUNITIES AND THREATS
EVALUATING E-BUSINESS ADOPTION: OPPORTUNITIES AND THREATS Mutlaq Bader Al-Otaibi Dr. Rasheed Al-Zahrani Information Systems Department College of Computer and Information Sciences King Saud University
More informationMarketing Research and the Information Industry
Marketing Research and the Information Industry Thomas W. Miller A. C. Nielsen Center for Marketing Research University of Wisconsin-Madison School of Business We have a product: information. It costs
More informationBarriers to the implementation of Integrated Marketing Communications: The client perspective.
Barriers to the implementation of Integrated Marketing Communications: The client perspective. Discussions on Integrated Marketing Communications (IMC) in the academic and practitioner journals are gradually
More informationCOLUMN. Planning your SharePoint intranet project. Intranet projects on SharePoint need a clear direction APRIL 2011. Challenges and opportunities
KM COLUMN APRIL 2011 Planning your SharePoint intranet project Starting a SharePoint intranet project, whether creating a new intranet or redeveloping an existing one, can be daunting. Alongside strategy
More informationPORTER S FIVE FORCES MODEL; SCOTT MORTON S FIVE FORCES MODEL; BAKOS & TREACY MODEL ANALYZES [STRATEGIC INFORMATION SYSTEMS MANAGEMENT]
PORTER S FIVE FORCES MODEL; SCOTT MORTON S FIVE FORCES MODEL; BAKOS AND. (Indra Gamayanto) PORTER S FIVE FORCES MODEL; SCOTT MORTON S FIVE FORCES MODEL; BAKOS & TREACY MODEL ANALYZES [STRATEGIC INFORMATION
More informationCritical Thinking Competency Standards
A Guide For Educators to Critical Thinking Competency Standards Standards, Principles, Performance Indicators, and Outcomes With a Critical Thinking Master Rubric by Richard Paul and Linda Elder Foundation
More informationShift in business models in pharmaceutical industry
Master program in Economic Growth, Innovation and Spatial Dynamics Shift in business models in pharmaceutical industry Tetyana Syrovatka aeg10tsy@student.lu.se Abstract: The following paper is devoted
More informationBastian Koller HLRS High Performance Computing Center Stuttgart, University of Stuttgart Nobelstrasse 19 70550 Stuttgart +49-711-68565891
Negotiating SLAs with Dynamic Pricing Policies Peer Hasselmeyer NEC Laboratories Europe, IT Research Division, NEC Europe, Ltd. Rathausallee 10 53757 Sankt Augustin, Germany +49-2241-92520 hasselmeyer@it.neclab.eu
More informationThe Role of Knowledge Management in Building E-Business Strategy
The Role of Knowledge Management in Building E-Business Strategy Mohammad A. ALhawamdeh, P.O.BOX (1002), Postal Code 26110, Jarash, Jordan, +962-2-6340222 M.al-hawamdeh@bcs.org.uk Abstract - e-business
More informationISO 9001:2015 Your implementation guide
ISO 9001:2015 Your implementation guide ISO 9001 is the world s most popular management system standard Updated in 2015 to make sure it reflects the needs of modern-day business, ISO 9001 is the world
More informationEFFECTS OF ENVIRONMENTAL CONDITIONS ON BUSINESS SCHOOLS INTENTIONS TO OFFER E-COMMERCE DEGREE PROGRAMS
EFFECTS OF ENVIRONMENTAL CONDITIONS ON BUSINESS SCHOOLS INTENTIONS TO OFFER E-COMMERCE DEGREE PROGRAMS Dharam S. Rana College of Business Jackson State University E-mail: dsrana@jsums.edu Phone: 601-979-2973
More informationAppendix B Data Quality Dimensions
Appendix B Data Quality Dimensions Purpose Dimensions of data quality are fundamental to understanding how to improve data. This appendix summarizes, in chronological order of publication, three foundational
More informationE-BUSINESS ANALYSIS OF REAL ESTATE COMPANIES
E-BUSINESS ANALYSIS OF REAL ESTATE COMPANIES Delvin Grant, DePaul University, USA Email: dgrant2@depaul.edu Emna Cherif, DePaul University, USA Email: emcherif@gmail.com ABSTRACT We analyzed the e-business
More informationA New Methodology For Developing The MIS Master Plan Mohammad Dadashzadeh, Ph.D., Oakland University, USA
A New Methodology For Developing The MIS Master Plan Mohammad Dadashzadeh, Ph.D., Oakland University, USA ABSTRACT Organizations, small and large, for profit and non-profit, service oriented as well as
More informationExploring Strategic Change
Julia Balogun, Veronica Hope Hailey, Gerry Johnson, Kevan Scholes FT Prentice Hall 2003 ISBN: 0273683276, 280 pages Theme of the Book The book links into (and develops further) the ideas on strategic change
More informationIT6304 e-business Applications (Optional)
e-business Applications (Optional) INTRODUCTION This is one of the optional courses designed for Semester 6 of the Bachelor of Information Technology Degree program. It provides a sound understanding of
More informationCommunity Development and Training Centre Semester 2 2006 IT 245 Management Information Systems
Chapter 5 Electronic Commerce System Community Development and Training Centre Semester 2 2006 IT 245 Management Information Systems Electronic Commerce: Electronic commerce encompasses the entire online
More informationProfessional Diploma in Marketing Syllabus
Professional Diploma in Marketing Syllabus 05/06 www.cim.co.uk/learningzone 1: Marketing Research & Information Aim The Marketing Research and Information subject covers the management of customer information
More informationE-Commerce: From Converging 'B2B versus B2C' Segments to Solutions for Different Product Groups
E-Commerce: From Converging 'B2B versus B2C' Segments to Solutions for Different Product Groups Prof. Dr. Claudia Loebbecke, M.B.A. Chaired Professor of Media Management University of Cologne Pohligstr.
More informationVisual Strategic Planning
9909 Mira Mesa Blvd. San Diego, CA 92131 Phone: 800-768-3729 Phone: 858-225-3300 Fax: 858-225-3390 www.smartdraw.com Visual Strategic Planning Thinking and Communicating Visually in the Strategic Planning
More informationE(lectronic)-Business
International Management and E(lectronic)-Business Supply Chain Management & E-Procurement & Business Models (#4) guhr@iwi.uni-hannover.de # 1 Lecturers IWI Prof. Dr. Michael H. Breitner Tel.: (0511) 762
More informationFull-time MSc in Retail Management Course structure and content
Full-time MSc in Retail Management Course structure and content Course modules Term 1 Managing Brands and Consumer Equity Understanding and Managing People and Organisations Integrated Marketing Communications
More informationDeveloping an Information Model for Supply Chain Information Flow and its Management
Developing an Information Model for Supply Chain Information Flow and its Management Abul Mukid Mohammad Mukaddes, Choudhury Abul Anam Rashed, A. B. M. Abdul Malek and Javed Kaiser Abstract In to deal
More informationUtilizing Domain-Specific Modelling for Software Testing
Utilizing Domain-Specific Modelling for Software Testing Olli-Pekka Puolitaival, Teemu Kanstrén VTT Technical Research Centre of Finland Oulu, Finland {olli-pekka.puolitaival, teemu.kanstren}@vtt.fi Abstract
More informationTHE POLISH BUSINESS ENVIRONMENT FOR LANGUAGE SERVICE PROVIDERS IN VIEW OF THE PORTER S FIVE FORCES MODEL
International Journal of Emerging and Transition Economies Vol. 5, No. 1-2, 2012, 57-64 THE POLISH BUSINESS ENVIRONMENT FOR LANGUAGE SERVICE PROVIDERS IN VIEW OF THE PORTER S FIVE FORCES MODEL Monika Kowalska
More informationAdoption of Internet Technologies and e-business Solutions by Small and Medium-sized Enterprises (SMEs) in New Brunswick
Adoption of Internet Technologies and e-business Solutions by Small and Medium-sized Enterprises (SMEs) in New Brunswick Charles H. Davis, Ph.D. Faculty of Business University of New Brunswick Saint John
More informationOptimization of Software Quality using Management and Technical Review Techniques
Optimization of Software Quality using Management and Technical Review Techniques Inibehe Emmanuel Akpannah Post Graduate Student (MSc. Information Technology), SRM University, Chennai, India Abstract
More informationBusiness Model Analysis for Online Social Shopping Companies Case Study: RunToShop Oy
Business Model Analysis for Online Social Shopping Companies Case Study: RunToShop Oy Logistics Master's thesis Liang Zhang 2009 Department of Business Technology HELSINGIN KAUPPAKORKEAKOULU HELSINKI SCHOOL
More informationMODULE SPECIFICATION
MODULE SPECIFICATION Module title E-Commerce and Management Information Systems Module Code IS701 (F2F & Online) Level 7 Module Leader Dr Ying Liu University of Wales credit rating 15 ECTS credit rating
More informationCLARIFYING BUSINESS MODELS: ORIGINS, PRESENT, AND FUTURE OF THE CONCEPT
Volume15, Article May 2005 CLARIFYING BUSINESS MODELS: ORIGINS, PRESENT, AND FUTURE OF THE CONCEPT Alexander Osterwalder University of Lausanne & BusinessModelDesign.com alex@businessmodeldesign.com Yves
More information5 Discussion and Implications
5 Discussion and Implications 5.1 Summary of the findings and theoretical implications The main goal of this thesis is to provide insights into how online customers needs structured in the customer purchase
More informationMarketing (Marketing Principles)
Marketing (Marketing Principles) Main Aim(s) of the Unit: To provide students with a foundation for the analysis of marketing within organizations including decision making processes, segmentation, the
More informationTHE IMPACT OF E-COMMERCE ON SMALL AND MEDIUM SIZED ENTERPRISES(SME) IN AUSTRALIA
THE IMPACT OF E-COMMERCE ON SMALL AND MEDIUM SIZED ENTERPRISES(SME) IN AUSTRALIA Maruf Hasan and Indra Muljadi School of Mechanical & Manufacturing Engineering University of New South Wales, Sydney 2052,
More informationDigital Business Platform for SAP
BUSINESS WHITE PAPER Digital Business Platform for SAP SAP ERP is the foundation on which the enterprise runs. Software AG adds the missing agility component with a digital business platform. CONTENT 1
More informationAdvancing with e-commerce
Advancing with e-commerce September 2001 A summary of 34 case studies of small business e-commerce ventures. Introduction Early in 2001 the National Office for the Information Economy (NOIE) commissioned
More informationJob Description Head of CRM
Date 10/15 Job Title Head of CRM Solutions Job Grade Management Location London/Solihull Department Client Services Reports to job title Managing Director Job purpose (A concise statement of why the job
More informationConceptual Design of an E-Marketplace for Small and Medium Enterprises in the Turkish Machinery Industry
Conceptual Design of an E-Marketplace for Small and Medium Enterprises in the Turkish Machinery Industry Meltem Denizel, Yıldız Arıkan* 1, Gündüz Ulusoy, Bülent Çatay Sabanci University, Orhanli, Tuzla,
More informationIAI : Expert Systems
IAI : Expert Systems John A. Bullinaria, 2005 1. What is an Expert System? 2. The Architecture of Expert Systems 3. Knowledge Acquisition 4. Representing the Knowledge 5. The Inference Engine 6. The Rete-Algorithm
More informationDeveloping an Organisational Vision
Ralph Lewis Associates 1 Developing an Organisational Vision Why do you exist as an organisation? Who do you serve? Where is the passion? What is the dream, Where is the fire, What is the spirit? www.ralphlewis.co.uk
More informationUML MODELLING OF DIGITAL FORENSIC PROCESS MODELS (DFPMs)
UML MODELLING OF DIGITAL FORENSIC PROCESS MODELS (DFPMs) Michael Köhn 1, J.H.P. Eloff 2, MS Olivier 3 1,2,3 Information and Computer Security Architectures (ICSA) Research Group Department of Computer
More informationThe goal of software architecture analysis: confidence building or risk assessment
The goal of software architecture analysis: confidence building or risk assessment Nico Lassing, Daan Rijsenbrij and Hans van Vliet Faculty of Sciences Vrije Universiteit, Amsterdam {nlassing, daan, hans}@cs.vu.nl
More informationBusiness Models - A Review
Dynamic Business Model Framework for Value Webs Harry Bouwman, Ian MacInnes Delft University of Technology, Syracuse University w.a.g.a.bouwman@tbm.tudelft.nl, imacinne@syr.edu Abstract This paper develops
More informationSUPPLY CHAIN MANAGEMENT AT A GLOBAL LEVEL A CHALLENGE AND AN OPPORTUNITY FOR A LEADING OILFIELD SERVICE COMPANY. Amaar Saeed Khan
SUPPLY CHAIN MANAGEMENT AT A GLOBAL LEVEL A CHALLENGE AND AN OPPORTUNITY FOR A LEADING OILFIELD SERVICE COMPANY Amaar Saeed Khan EXECUTIVE SUMMARY: Due to the complex nature of the oil and gas industry,
More information