A Business Model Framework for the Design and Evaluation of Business Models in the Internet of Services

Weiner, Nico; Weisbecker, Anette

doi:10.1109/srii.2011.13

Cited by 21 publications

(21 citation statements)

References 7 publications

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“…The business model is not a process, but merely description of the steps and key items [11], [15]. Several studies which define business models identify elements that are characteristics to this concept [3], [4], [11], [16]. The variety of elements is great, but the most commonly used ones include for example value production, customers and the revenue model.…”

Section: Related Researchmentioning

confidence: 99%

The Role of Business Model and Its Elements in Computer Game Start-ups

Vanhala

Kasurinen

2014

Software Business. Towards Continuous Value Delivery

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Abstract. In this multiple case study we interviewed six Finnish computer game start-ups to find out what elements are included in their business models. We identified the key elements and used the analytical hierarchy process to rank the elements. We found out that computer game start-ups see their business model as a synonym to a revenue model and/or a business plan. In an in-depth analysis we identified nine key elements (human capital, marketing, key partners, financing, customer relationship, key activities, innovation process, key resources and customer segment) that have operative importance for these companies. These elements are the building blocks of a business model in the computer game start-up domain. The findings provide improved knowledge on how the business models of game start-ups could be constructed.

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Section: Related Researchmentioning

confidence: 99%

The Role of Business Model and Its Elements in Computer Game Start-ups

Vanhala

Kasurinen

2014

Software Business. Towards Continuous Value Delivery

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“…In Second, the Business Model Designer, described in (Weiner and Weisbecker, 2011), is built on a very broad ontology and allows the creation of very detailed representation of the components that are related to a value proposition, both within an organisation and outside of it. In particular, it allows the mapping of resources that an organisation should use in order to realise the value proposition, as well as the competitors that the organisation will have to deal with.…”

Section: Comparison Of Bemes To Other Business Modelingmentioning

confidence: 99%

Business Model Design An Evaluation of Paper-based and Computer-Aided Canvases

Fritscher

Pigneur

2014

Proceedings of the Fourth International Symposium on Business Modeling and Software Design

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“…Finding a sustainable business model requires the perspective of the different actors to be made explicit and combined in a consensus business model. Second, the Business Model Designer, described in (Weiner 2011), is built on a very broad ontology and allows the creation of very detailed representation of the components that are related to a value proposition, both within an organisation and outside of it. In particular, it allows the mapping of resources that an organisation should use in order to realise the value proposition, as well as the competitors that the organisation will have to deal with.…”

Section: Comparison Of Bemes To Other Business Modelingmentioning

confidence: 99%

Multi-Level Business Modeling and Simulation

Casier

Wee

Verbrugge³

et al. 2014

Proceedings of the Fourth International Symposium on Business Modeling and Software Design

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Abstract:The rapid succession of technological advances leads to important convergences of applications, devices and networks. More and more firms, previously locked in a niche, are exposed to a more global market and interactions with other firms. Pushing a new offer on the market requires a thorough understanding of this altered market. In essence, pushing a new offer requires basic business modeling and simulation. Often, this is performed by making a "back of the envelope" calculation. This calculation quickly grows out of proportions if the novel business proposition requires interactions with many other parties (hardware, maintenance, cloud, etc.). In this paper, we present a scalable multi-level business modeling and quantification approach. It combines the intuitive structure and interactive discussions of a multi-user business modeling tool, while directly linking to a lower level for more technical modeling and simulation of costs and revenues. By combining these two levels of refinement, the business aspects are clearly separated from the calculation techniques, increasing ease and speed of modeling at the business side. Delegating the cost calculations to the more technical models allows for a truthful and reliable mimicking of the actual structure and costs. To achieve this, several detailed cost modeling languages are presented and linked to the higher level business modeling. Finally, this multi-level business modeling and simulation approach is applied to the case of an open access FTTH network deployment. The results clearly show the power of using such a multi-level business modeling and simulation approach.

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A Business Model Framework for the Design and Evaluation of Business Models in the Internet of Services

Cited by 21 publications

References 7 publications

The Role of Business Model and Its Elements in Computer Game Start-ups

The Role of Business Model and Its Elements in Computer Game Start-ups

Business Model Design An Evaluation of Paper-based and Computer-Aided Canvases

Multi-Level Business Modeling and Simulation

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