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INTRODUCTION
BUSINESS MODEL• Product• Customer• Infrastructure
BUSINESS/ITALIGNMENT• Alignment• Enterprise model• Applications & platform
BUILDINGONTOLOGY
CONCLUSION
Interop > CAISE-EMOI’05 > June 2005
e-business model ontology for improving business/IT e-business model ontology for improving business/IT alignmentalignment
BFSH1 - 1015 Lausanne - Switzerland - Tel. +41 21 692.3416 - [email protected] - http://www.hec.unil.ch/yp
Université de LausanneEcole des Hautes Etudes Commerciales (HEC)
Table of content
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Agenda
• BUSINESS MODEL– Product
– Customer
– Infrastructure
• BUSINESS/IT ALIGNMENT– Alignment
– Enterprise model
– Applications & platform
• BUILDING ONTOLOGY– Logic
– Protégé (& PAL)
– Protégé OWL/DL (Description Logic)
BUSINESS MODEL | BUSINESS/IT ALIGNMENT | BUILDING ONTOLOGY
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Business model > evolution
0
500
1000
1500
2000
2500
3000
3500
4000
4500
5000
02.janv.9602.janv.9702.janv.9804.janv.9903.janv.0002.janv.0102.janv.0202.janv.03
Nasdaq
Business Models
S&P
Occurrences of the term « business model » in business and academic journals(in Business Source Premier)compared to the NASDAQ
BUZZWORD or MEANINGFUL ARTIFACT?
BUZZWORD or MEANINGFUL ARTIFACT?
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Business model: buzzword or meaningful artifact?
• A buzzword with no precise definition?– […] Executives, reporters and analysts who use the term don't have a clear idea of
what it means. They use it to describe everything from how a company earns revenue to how it structures its organization
or …
• An artifact aggregating …– the value a company offers to one or several segments of customers, and
– the architecture of the firm and its network of partners
– for creating, marketing and delivering this value and relationship capital,
– in order to generate profitable and sustainable revenue streams.
[Linder, 2000]
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A company that defines it’s business model can...
• Understand– The process of modeling social systems or ontologies–
such as an e-business model – helps identifying and understanding the relevant elements in a domain and the relationships between them
• Share knowledge– The use of formalized e-business models helps
managers communicate and share their understanding of a business among other stakeholders
• React to rapid change– Mapping and using e-business models facilitates
change. Business model designers can easily modify certain elements of an existing e-business model
Formal
Document
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A company that defines it’s business model can… (continued)
• Measure– A formalized e-business model can help identifying the
relevant measures to follow in a business, similarly to the Balanced Scorecard Approach
• Simulate & learn– e-business models can help managers simulate
businesses and learn about them. This is a way of doing risk free experiments, without endangering an organization
System
thinking
BSC
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Why a business model approach to e-strategy?
Business Processes
Business Model
StrategyPlanning level
Architectural level
Implementationlevel
Information & Communication
Technology (ICT) pressure
e-Business opportunities & change
e-Businessprocesses
e-Business Technology layer
Conceptual architectureof a business strategy
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Evolution of research in business model
define & classify business models
list businessmodel components
describe business model elements
model business model elements
apply business model concept
Rappa 2001Timmers 1998Tapscott, 2000
Linder & Cantrell 2000 Magretta 2002
Afuah & Tucci 2001Hamel 2000Weill & Vitale 2001
Gordijn 2002Osterwalder & Pigneur 2002Geerts and McCarthy, 2002
definitions & taxonomies
"shopping list" of components
components as building blocks
reference models & ONTOLOGY
applications & conceptual tools
activity
outcomes
authors
Modelling Rigour (towards a business model ontology)
TOVE
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BUSINESS MODEL
Core capability
Value configuration
Partnership
Customer group
Relationship
Distribution channel
VALUE proposition
Revenue
Cost
HOW?
WHAT?
HOW MUCH?
What do we offer to our customers?
How do we operate and deliver?
How do we collaborate?
What are our key competencies? What are our revenues? Our pricing?
What are our costs?
Who are our customers?
How do we reach them?
How do we get and keep them?
WHO?
Trust
BUSINESS MODEL | BUSINESS/IT ALIGNMENT | BUILDING ONTOLOGY
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Product innovation
Core capability
Value configuration
Partnership
Customer group
Relationship
Distribution channel
VALUE PROPOSITION
Revenue
Cost
HOW?
WHAT?
HOW MUCH?How do we operate and deliver?
How do we collaborate?
What are our key competencies? What are our revenues? Our pricing?
What are our costs?
Who are our customers?
How do we reach them?
How do we get and keep them?
WHO?
What do we offer to our customers?
ProductInnovation
ProductInnovation
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Value proposition What do we offer to our customers?
refined by
• Reasoning (use, risk, effort)
• Life cycle (creation, appropriation, use, renewal, transfer)
• Value level (me-too, innovation/imitation, innovation)
• Price level (free, economy, market, high-end)
• Category (barter, sale, market, buy)
Valueproposition
Customer groupCore capabilitiesrequires targets
1
• To characterize product innovation, the value proposition defines– the actual product or service, and
– the value or benefits perceived by customers of the products and services offered by the firm
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Value proposition > price/value
PR
ICE
VALUE
Val
ue fr
ontie
r
Underperformers
Me-too Imitativeinnovation
excellence innovation
High-end
market
economy
free EasyJet
Exec jet
High-endQuality, comfort
…
Low cost(frequent flight, on-time schedule, service)
Major airlines
[Kambill, 1997]
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Value proposition > Montreux Jazz Festival
MJF concerts
MJF off
MJF frequentation
MJF recordings
MJF brand & franchise
MJF sponsoring
Festival visitors
Shops
Sponsors
Record, TV, artists
Franchisees
CUSTOMERS
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Value proposition > Montreux Jazz Festival
VALUE PROPOSITION Name: MJF sponsorship
Description: The international reputation and the size of the MJF makes it an ideal partner for sponsorships. With its great concerts, large crowd and international media presence it gives affiliated sponsors a large visibility.
Reasoning: {Use}: An MJF sponsorship contract gives a partner the possibility to potentially address 240'000 people and build be co-branded with the MJF.
{Risk}: As the MJF is an established institution with an established brand and a solid customer base the risk of entering a troubled partnership is very low.
Value level: {Me-too}: The MJF is a mass advertising "media" among others. Thought it is one of the top established festivals the value level of a sponsorship with the MJF is com parable to other festivals.
Price level: {Market}: The price level of a sponsorship at the MJF is situated at market levels.
Composed of OFFERINGs: (the detailed OFFERINGs are captured in annex XXX) • Affiliation • Advertising space • Sponsors' events • Free tickets Value for TARGET CUSTOMER: 3: TARGET CUSTOMER Sponsors Based on CAPABILITYies: 2: CAPABILITY Attract and feature great stars and concerts
4: CAPABILITY Attract people
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Customer relationship
Core capability
Value configuration
Partnership
Customer group
Value proposition
Revenue
Cost
HOW?
WHAT?
HOW MUCH?How do we operate and deliver?
How do we collaborate?
What are our key competencies? What are our revenues? Our pricing?
What are our costs?
WHO?
What do we offer to our customers?
Who are our customers?
How do we reach them?
How do we get and keep them?
Customerrelationship
Customerrelationship
Distribution channel
Relationship mechanisms
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Customer group Who are our customers?
refined by
Customergroup
Value proposition
• Reasoning (segment, community, …)• CRITERION• Category
targeted by
2
• Categorizations of the population into social class or psychologically defined groups
• Area where a firm can specialize and gain competitive advantage– By having lower costs or customer-satisfying differentiation
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Customer group > Montreux Jazz Festival
MJF concerts
MJF off
MJF frequentation
MJF recordings
MJF brand & franchise
MJF sponsoring
Festival visitors
Shops
Sponsors
Record, TV, artists
Franchisees
VALUE PROPOSITION
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How do we reach our customers?
precedes
Distributionlink
Distributionchannel
Customer groupValue proposition
by
delivers serves
Actor
refined byis a
• Customer buying cycle (awareness, evaluation, purchase, after sale) • Category (network, internet, call center, …)
3
Distribution channel
• A channel can be defined as a set of links or a network via which a firm “goes to market” and delivers its value proposition.
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Distribution Channel > Montreux Jazz Festival
MJF advertising
MJF concert listing
Free distribution of the MJF program, also as supplement
Advertising for up-coming events
Online program, news feed and real videos
of past concerts
Real videos of past concerts, various
information
www.montreuxjazz.com
MJF event
www.ticket corner.ch
Ticket Corner
MJF program
CHANNEL {Awareness} {Evaluation} {Purchase} {After sales}
Channel strategy at the Montreux Jazz Festival (essentially for Festival visitors)
Emissions, and supplements on the
MJF
Media
www.montreux sounds.com
Artist descriptions, online program, MJF
virtual tour
Ticket office
Online ticketing (48% of tickets) and online shop
Online ticketing
Swiss-wide ticket agency shops
Program distribution
MJF Sponsors
Worldwide promotion
Swiss Tourism: Top Events of
Switzerland
46% of tickets
MJF concert database, taste real
videos
Artist and event descriptions
AFTER SALES
EVALUATIONPURCHASE
AWARENESS
[Moriarty, 1990] [Muther et al., 2000] [Ives et al., 2000]
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Distribution Channel > Montreux Jazz Festival
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Relationship mechanism How do we get and keep our customers?
refined by
Relationshipmechanism
• Reasoning (acquisition, retention, add-on selling, …)• Category (trust, personalization, brand…)
Customer group
Value proposition
concernsDistribution link
4
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Relationship mechanism
• Customer equity – Customer Acquisition
• How do we get customers?• Growing market share
– Customer Retention• How do we keep customers?• Nurturing customer loyalty
– Add-on selling• How do we get customers to buy more?
Enhancing Average Revenue Per User (ARPU)
• Relationship mechanisms– Trust
– Customization (One-to-one)
– Recommendation …
[Blattberg, 2001]
Certification
Verification et authorization
Escrow
Notary, payments
Expertise
Guarantee of quality
Rating
Reputation of actors
Insurance
Risk management
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Relationship mechanism > Montreux Jazz Festival
• Relationship 1 with Sponsors & VIPs.– The MJF carefully pays attention to its relationships with sponsors and VIPs that it embraces the same
way. During the Festival it makes wants them to live a unique experience. Therefore, they installed a special host and protocol service. Guests of the MJF (i.e. sponsors and VIPs) and guests of the sponsors are escorted through the venue, have access to the VIP zones and bars and even visit the backstage. …{customer equity: retention}
• Relationship 2 with the Festival's visitors. – The MJF maintains an address book of over 60'000 occurrences worldwide which it uses to annually
distribute the MJF program. Furthermore, visitors of the MJF website can subscribe to a newsletter that allows them to keep up-to-date and get the Festival program the instance it becomes official. {customer equity: acquisition/retention}
• Relationship 3 with all customer segments. – Whereas the beginnings of the MJF in the 70s and 80s were characterized by focusing on acquisition
and attracting new festival visitors it has today reached its capacity limits and directs all its efforts to brand building during and after the event. It aims at reinforcing its image of a superior festival and exports this image through franchising.{customer equity: retention}{function: brand}
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Infrastructure management
Value configuration
Customer relationship
Distribution channel
Value proposition
Revenue
Cost
HOW?
WHAT?
HOW MUCH?How do we operate and deliver?
How do we collaborate?
What are our key competencies? What are our revenues? Our pricing?
What are our costs?
WHO?
Who are our customers?
How do we reach them?
How do we get and keep them?
Customer goup
What do we offer to our customers?
Infrastructuremanagement
Infrastructuremanagement
Partnership agreement
Capability
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Core capabilities and resources What are our key competencies?5
refined by
Resource Value proposition
Actor by
• Category (generative, transformative, …)
required by
Core capability
is a
• Resource (ASSETS)– available & useful in detecting and responding to market opportunities or threats
• Capability (KNOW-HOW)– Aptitude to exploit and coordinate resources to create, produce, and/or offer
products and services to a market
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Capability > Montreux Jazz Festival
Attractive MJF Venue
Mobilize volunteer staff
Atmosphere & experience
Contract stars
Attract people
MJF concerts
MJF off
MJF frequentation
MJF recordings
MJF brand & franchise
MJF sponsoring
Festival visitors
Shops
Sponsors
Record, TV, artists
Franchisees
VALUE PROPOSITION
CUSTOMER
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Value configuration How do we operate and deliver?6
Valueactivity
Valueconfiguration
Actor by
• Category {Value chain, Value shop, Value network …}• activity level• activity nature
needs (in)implements
Resource Value proposition
refined byis a
Category {principal, support …}
creates (out)
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Value configuration > Montreux Jazz Festival
Contract musicians
Recording concerts
Selling recordings
Merchandising
Food & Beverages
Concerts
Advertising the MJF
Ticketing
Contract sponsors
Manage volunteers
Manage JAZZ
Manage infrastructure
Commerce Production
musicians
Sponsors
JAZZ
venues
recordings
Nobs Network
tickets instruments
flow
flow
flow
flow
fit
fit
flow
fit
fit
flow
share
Programming
flow
by MJF
by MJF
by MJF, Ticket Corner
by MFJ, sponsors, media, Swiss tourism, Montreux
by Montreux Sounds
by MJF, artists
by MJF, caterers, Heineken
by shops
by MJF
by MJF
by MJF
by MJF
by MJF, Municipality
by MJF
by MJF
NETWORK PROMOTION
SERVICE PROVISIONING
NETWORK INFRASTRUCTURE
fit fit
Define concert date and stage to be filled
list music styles and possible artists
Choose artist Put artist in program
Evaluate concert and ticket sales
Problem finding
see focus
Focus: Programming decomposed into its sub-activities (forming a value shop)
Problem solving
Choice Execution
Evaluation
Activity Resource By ACTOR
Legend
Nobs & staff flow
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Value configuration > Montreux Jazz Festival
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Partnership agreement How do we collaborate?
refined by
Partnershipagreement
Actor with
• Category {chain, market, network …}• strategic importance• degree of integration• degree of competition• substitutability
concerns
Core capability
Distribution channel
Value configuration
7
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Partnership agreement > Montreux Jazz Festival
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Value configuration and partnership > e3value
[Gordijn, 2002]
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Financial aspects
Core capability
Value configuration
Partnership agreement
Customer relationship
Distribution channel
Value proposition
REVENUE
Cost
HOW?
WHAT?
HOW MUCH?How do we operate and deliver?
How do we collaborate?
What are our key competencies? What are our revenues? Our pricing?
What are our costs?
WHO?
Who are our customers?
How do we reach them?
How do we get and keep them?
Customer group
What do we offer to our customers?
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Revenue stream What are our revenues? Our pricing?
refined by
Revenuestream
• Category {subscription, sale, advertisement …}
concerns
Customer group
Value proposition
Distribution link
8
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Revenue stream > categories
REVENUE
one time
recurrent
sale
registry
subscription
advertisement
use
Income of the subscription fees to become a memberPaid by the buyer and/or the vendor
transaction
commission Income, percentage of a transaction made by the settlement(affiliate program)
Income of online sales paid by the buyer
Income of the ad banners posted on the shopfrontPaid by the vendor
Phone• registry• subscription• Usage
• Time• Services
combinationMobile:
PRE-PAID card
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Profit and cost account What are our costs?
refined by
Costaccount
• Category
concerns
Core capability
Partnership
Value configuration
9
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Profit model
Revenues
Total net revenue
Cost of goods sold
Total Costs of goods sold
Gross margin
Total Costs of goods sold
Operating expenses
research and development
sales and marketing
general and administration
Total operating expenses
Operating income (loss)
Income (loss) before tax
Net income (loss)
PROFIT = (P – VC).Q – FC
P the unit price of a
product
VC the variable cost of a
unit
Q the number of products
sold
FC fixed costs
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Profitability evaluation > e3value
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Business model (Bird’s eye view)
VALUE PROPOSITIONs
MJF Concerts MJF off
Frequentation MJF Sponsorship
Festival recordings MJF Brand & Franchise
CAPABILITYies
Atractive MJF venue Contract stars Attract people
Mobilize volunteers Atmosphere & Experience
CUSTOMERs
Festival visitors Shops
Sponsors Record, TV, artists
Franchisees
RELATIONSHIPs
PARTNERSHIPs
Artists, sponsors, shops, F&B, volunteers, media,
infrastructure, general festival partners, "Friends of the Festival", musical
partners, Montreux municipality
ACTORs
Artists, Media, Sponsors, Montreux, Volunteers,
F&B, Merchants, Montreux Sounds, Sunset Music, Swiss Tourism, IJFO,
SMPA
REVENUE MODEL
Ticket sales {41%} Sponsoring {20%}
F&B {28%} Merchandising {5%}
Recordings {4%} Diverse {2%}
COST STRUCTURE
Infrastructure {20%} Artists {29%} F&B {10%}
Merchandising {2%} Production {16%} Fixed costs {15%} Marketing {4%}
Divers {4%}
PROFIT/LOSS
INFRASTRUCTURE MANAGEMENT
CUSTOMER RELATIONSHIP
PRODUCT INNOVATION
FINANCIAL ASPECTS
CHANNELs
Montreuxjazz.com MJF event
TicketCorner bricks&clicks MJF program
Media Sponsors
MontreuxSounds.com Swiss tourism TEOS
VALUE CONFIGURATION
Contract musicians, contract sponsors, ticketing,
advertising / concerts, F&B, commerce, merchandising, selling recordings / manage
MJF infrastructure, production, manage JAZZ, manage volunteers, record
concerts
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BUSINESS/IT ALIGNMENT
BUSINESSstrategy
ITstrategy
Functionintegration
Strategicfit
BUSINESS IT
strategy
infrastructureIS
infrastructureORGANIZATION
infrastructure
ArchitectureProcessesSkills
Technology scopeSystem competenciesIT governance
Administrative structureBusiness processes
Skills
Business scopeDistinctive competencies
IT governance
[Henderson and Venkatraman, 1993]
BUSINESS MODEL | BUSINESS/IT ALIGNMENT | BUILDING ONTOLOGY
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Business/IT alignment: enterprise modeling, applications, ontology …
ORGANIZATIONinfrastructure
ISinfrastructure
BUSINESSstrategy
ITstrategy
BUSINESS IT
strategy
infrastructure
VALUE propositionValue configuration
Customer (relationship)
BUSINESSMODEL
Organization OBJECTBusiness PROCESSTeam (coordination)
ENTERPRISEMODEL
Information OBJECTBusiness TASKUser (interface)
ARCHITECTURE& PLATFORM
Strategicfit
Functionintegration
ONTOLOGY
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Business IT/IS Alignment - IS PLANNING
ORGANIZATIONinfrastructure
ISinfrastructure
BUSINESSstrategy
ITstrategy
BUSINESS IT
strategy
infrastructure
VALUE propositionValue configuration
Customer (relationship)
BUSINESSMODEL
Strategicfit
Information OBJECTBusiness TASKUser (interface)
ARCHITECTURE& PLATFORM
• application portfolio• IT infrastructure services• measures
Functionintegration
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Application portfolio
Impact of existing IS
STRATEGIC POTENTIAL
OPERATIONAL SUPPORT
Activities Strategic Key Operational Support High Potential Contracting musicians Database, Office Contracting sponsors Ticketing Website
(NAGRA s ystem) Reservation System Accounting
Promotion Website Mailing Database, Office
CMS
Concerts (NAGRA System) Production F&B (NAGRA System) Paycenter Accounting, Office Commerce (NAGRA System) Paycenter Accounting, Office Merchandising (NAGRA Syst em) Paycenter Accounting, Office Website Selling recordings Concert Database Accounting, Office Website
(Music downloading) manage MJF infrastructure Production Production JAZZ currency & CASH Paycenter & Views Accounting, Office Volunteer m anagement (NAGRA system) Volunteer Database Volunteer Database,
Office
[Ward, 2002]
futu
re
Illustration
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IT infrastructure
Application infrastructure
Communication
Data management
IT management
Security
Architecture & standards
IT research & development
IT education
Illustration
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Measure > Balanced ScoreCard (BSC)
INNOVATION
CUSTOMERS
INFRASTRUCTURE
FINANCE
CUSTOMER
INNOVATION
FINANCE
PROCESSES
Illustration
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Business IT/IS Alignment - Process and task modeling
• Process Viewpoint• IS Viewpoint
ORGANIZATIONinfrastructure
ISinfrastructure
BUSINESSstrategy
ITstrategy
BUSINESS IT
strategy
infrastructure
VALUE propositionValue configuration
Customer (relationship)
BUSINESSMODEL
Organization OBJECTBusiness PROCESSTeam (coordination)
ENTERPRISEMODEL
Strategicfit
Functionintegration
Information OBJECTBusiness TASKUser (interface)
ARCHITECTURE& PLATFORM
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AMSTERDAM FUA
Business/IT alignment > from business model to process model
From business valueto organization efficiency …
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STOCKHOLM KTH
Business/IT alignment > from business model to process model
From business valueto organization efficiency …
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LUXEMBOURG
Business/IT alignment > from business model to process model
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GoalsTasksUsers - Architecture & standardsIT research & developmentIT educationValue propositionTarget customersDistribution channelsCustomer relationshipCapabilitiesActivitiesPartnershipsRevenuesCosts
Business/IT alignment > requirement engineering
Multi-goalsProcessesAgents - Architecture & standardsIT research & developmentIT educationValue propositionTarget customersDistribution channelsCustomer relationshipCapabilitiesActivitiesPartnershipsRevenuesCosts
BUSINESSPROCESS
BUSINESSTAKS
Individual OBJECTSBusiness tasksUser (interface)
Organization OBJECTSBusiness processesAgent (conversation)
QuickTime™ et undécompresseur TIFF (LZW)
sont requis pour visionner cette image.
BUSINESSMODEL
GOAL-BASED MODEL?
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Business/IT alignment > requirement engineering
TORONTO
• goal-based• dependency
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Business IT/IS Alignment - Ontology
• Terminology• Standard
ORGANIZATIONinfrastructure
ISinfrastructure
BUSINESSstrategy
ITstrategy
BUSINESS IT
strategy
infrastructure
VALUE propositionValue configuration
Customer (relationship)
BUSINESSMODEL
Organization OBJECTBusiness PROCESSTeam (coordination)
ENTERPRISEMODEL
Strategicfit
Functionintegration
ONTOLOGY
Information OBJECTBusiness TASKUser (interface)
ARCHITECTURE& PLATFORM
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computer-assisted tool
Computer Aided Business Design
• Business Model Design & Communication (i.e. the drawing board)• Requirements Engineering• Balanced Scorecard• Knowledge Management & Visualization
visualizationIndicators/measuresrequirementscommunication
xy
modelling &formalizationlayer
applicationlayer
usagelayer
which model?
which artefact?
Has management improved?
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Business model > Computer-Aided Business Design
HTML Document
SVG Document
PDF Document
Word Document
e.g. a two page overview of a company’s business model
e.g. a ten page report of a company’s business model
e.g. a detailed n-page description of the company’s business model
e.g. a graphical view of a business model issue such as the channel strategy
ValueProposition
ValueProposition
Characteristics
SetOfOfferings
SetOfOfferings
OfferingCharacteristics
Description
Name
Offering
ValueLevel
Reasoning
LifeCycle
PriceLevel
Risk
Use
Effort
InnovativeInnovation
MeToo
Excellence
Innovation
Economy
Free
Market
HighEnd
Description
Name
ValueLevel
Reasoning
LifeCycle
PriceLevel
InnovativeInnovation
MeToo
Excellence
Innovation
Economy
Free
Market
HighEnd
Risk
Use
Effort
element
element
element obligatory element
optional element
choice between
sequence of
1 - n elements
Legend
ValuePropositionIDAddressesCustomerIDREFBasedOnCapabilityIDREF
LifeCyclePhase{Creation, Purchase, Use,Renewal, Transfer}
LifeCyclePhase{Creation, Purchase, Use,Renewal, Transfer}
OfferingID
XML-based document management
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BUSINESS MODEL ONTOLOGY
Channel CustomerPropositionConfigurationCapability
LinkActivity
Cost Revenue
Partnership RelationshipActor
Needsrequires
Profit
HOW?
WHAT?
HOW MUCH?
WHO?
Resource
BUSINESS MODEL | BUSINESS/IT ALIGNMENT | BUILDING ONTOLOGY
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Formal rules > definition
A VALUE PROPOSITION is an overall view of a firm’s bundle of products and services that together represent a value for its customer.
A CUSTOMER GROUP define the type of customers a company wants to address.
A DISTRIBUTION CHANNEL describes how a company gets in touch with its customers.
…
Channel Customer GroupValue propositiondelivers reaches
targets
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Formal rules > relationships
Each VALUE PROPOSITION targets one or several CUSTOMER GROUPs
targets (v, c)
A DISTRIBUTION CHANNEL can deliver VALUE PROPOSITIONs and reach CUSTOMER GROUPs
delivers (d,c)
reaches (d,c)
If a VALUE PROPOSITION targets a CUSTOMER GROUP, then the later is targeted by the former
isTargetedBy (c, v) = targets (v, c)
[…]
(1)
(2)
(3)
(4)
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Formal rules > axioms
If a DISTRIBUTION CHANNEL delivers a VALUE PROPOSITION and
reaches a CUSTOMER GROUP,
then this VALUE PROPOSITION targets this CUSTOMER GROUP:
delivers (d,c) reaches (d,c) target (v,c)
If a VALUE PROPOSITION targets a CUSTOMER GROUP,
then it exists a DISTRIBUTION CHANNEL which delivers this VALUE PROPOSITION and
reaches this CUSTOMER GROUP:
target (v,c) d . delivers (d,c) reaches (d,c)
(7)
(8)
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Protégé
OBJECT
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Protégé > PAL
delivers(d,c) reaches (d,c) target (v,c)
target (v,c) d . delivers(d,c) reaches (d,c)
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Protégé/OWL
DESCRIPTION LOGIC
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Protégé/OWL > basic concepts
A VALUE PROPOSITION targets CUSTOMER GROUPs and
is delivered by DISTRIBUTION CHANNELs.
In OWL abstract syntax
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Protégé/OWL > basic concepts (cont’d)
A DISTRIBUTION CHANNEL can deliver VALUE PROPOSITIONs and
reach CUSTOMER GROUPs
A CUSTOMER GROUP is targeted by VALUE PROPOSITIONs and
Is reached by DISTRIBUTION CHANNELs
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Protégé/OWL > desirable properties
A VALUE PROPOSITION targets at least one CUSTOMER GROUP and
should be delivered by at least one DISTRIBUTION CHANNEL
We first defined the DesirableValueProposition subsuming the BMElement
with the restriction defining the range of the targets property
plus a minimal cardinality
Then …
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Protégé/OWL > desirable properties > reasoning
The RACER classifier result was to suggest to move the
DesirableValueProposition from the BMElement to the ValueProposition.
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Protégé/OWL > desirable properties > final solution
DesirableValueProposition subsumes ValueProposition and
inherites its two properties restricting targets and isDeliveredBy
with additional cardinality constraints …
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Protégé/OWL > instances
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Protégé/OWL > axiom 7
• If a DISTRIBUTION CHANNEL delivers a VALUE PROPOSITION and reaches a CUSTOMER GROUP, then this VALUE PROPOSITION targets this CUSTOMER GROUP
delivers(d,c) reaches (d,c) target (v,c)
Rewritten as:
• For a given VALUE PROPOSITION, the CUSTOMER GROUPs reached by the DISTRIBUTION CHANNELs delivering this given VALUE PROPOSITION should be included in the CUSTOMER GROUPs targeted by this given VALUE PROPOSITION
(7)
Channel Customer GroupValue propositiondelivers reaches
targets
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Protégé/OWL > axiom 7 > instanced object
We introduce an “instanced” ValueProposition named “anyVP”
Or …
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Protégé/OWL > axiom 7 > alternative
• If a DISTRIBUTION CHANNEL delivers a VALUE PROPOSITION and reaches a CUSTOMER GROUP, then this VALUE PROPOSITION targets this CUSTOMER GROUP
delivers(d,c) reaches (d,c) target (v,c)
Rewritten as:
• for a given CUSTOMER GROUP, the VALUE PROPOSITIONs delivered by the DISTRIBUTION CHANNELs reaching this given CUSTOMER GROUP should be included in the VALUE PROPOSITIONs targeting this given CUSTOMER GROUP:
(7)
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Protégé/OWL > axiom 7 > comment
• The solution we found for modelling the axiom (7) is not fully satisfactory• since the inclusion constraint is specified for an “instanced” concept; • the reasoner won’t be able to work on all the instances we could have been
added in the database.
• In this particular case, since there is an equivalencederived from the two rules (7) and (8),
• we could have solved this problem in DL by declaring the identity (same-as) between the direct property (targets) and the composition of the indirect properties (isDeliveredByreaches).
• However OWL does currently not allow the composition of properties [7].
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Business model > Protégé/OWL > axiom 7 > SWRL
• Another way to deal with this kind of axioms could be to use SWRL(Semantic Web Rule Language),
• Using this language, the axiom (7) could be written in a identical way:
delivers(?d, ?v) ∧ reaches(?d, ?c) ⇒ targets(?v, ?c)
• To the detriment of the loss of decidability
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Questions …
http://www.hec.unil.ch/yp/TALK/slides/Emoi05.ppt
BUSINESS MODEL | BUSINESS/IT ALIGNMENT | BUILDING ONTOLOGY
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“Clearing right” case study
• A case study about the clearance of music rights, including the special case of clearing music for Internet radio stations. – It focuses on one particular intellectual property right (IPR) in the music business,
which is the right to make public.
– This right needs to be obtained by everyone who plays music in public, which is outside a private environment.
• The case study includes three actors– Right users acquiring this right to make public include radio & television stations,
restaurants, bars, barbers, in short every one who plays music in public.
– Right owners possessing these rights are artists, producers, composers, and text writers.
– Right societies, intermediaries positioned between the right users and right owners. These societies obtain a fee from right owners for clearing the right to make public. Furthermore, they collect and redistribute the fees owned to right owners by right users
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“Clearing rights” using BMO
Partnership for other national ownership rights
PARTNERSHIP AGREEMENT
VALUE CONFIGURATION
RESOURCE & CAPABILITY
VALUE PROPOSITION
IT infrastructure
COST ACCOUNT
SENA's revenue streams cover its fixed and variable costs and allow it to make a decent profit.
PROFIT/LOSS
RELATIONSHIP MECHANISM
SENA board
DISTRIBUTIONCHANNEL
Transaction cut on broadcasters' making public rights
REVENUE STREAM
CUSTOMER SEGMENT
Offer
SENA business model
FinancialAspects
InfrastructureManagement
CustomerInterface
Umbrella organization of professional users
Right owners
Broadcast media
Professional users
Rights collection and redistribution
Rights clearing
artist acquisition department
active artist acquisition for famous artists
passive web sign-up for unknown artists
standardized mailings
Ability to collect and redistribute fees
Ability to clear rights
Ability to enforce rights
Partnership for international making public rights
connecting rights owners and rights users
Transaction cut on professional users'' making public rights
Personnel cost
...
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“Clearing rights” using e3value
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Comparison of business model ontologies
Area BMO e3value
Network constellation related concepts
The notion of resources and core capabilities present in BMO and important to business management theory could contribute to e3value. Similarly, the reasoning behind partnership agreements in BMO could be integrated into e3value.
The e3value ontology embraces all the actors of the value constellation of a business case and additionally assesses their interest to participate in a particular configuration. This complementary aspect could be merged with BMO's more company-centric view.
Offer-related concepts
The descriptive nature of BMO and the subsequent structured description of a company's value proposition could be integrated into e3value.
Customer-related area
The explicitly modelled distribution channels and relationship mechanisms in BMO are complementary to e3value and could be integrated.
Value exchange related area
The modelling of value exchanges in e3value is very detailed and complementary to BMO. Additionally they can serve as a basis to introduce profitability calculation to BMO, which is absent.
Tool support & usages
Business model navigation and its decomposition in different levels of detail are aspects where BMO is complementary to e3value.
The e3value design tools are already quite advanced and could serve as a basis for a BMO design tool. Similarly, the e3value change methodology is complementary to BMO.
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SKYPE Telcos
Comparaison of business models
Disruption innovation …
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Comparaison of business models > value configuration
SKYPE Telcos
[Gordijn, 2002]
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Comparaison of business models