Strategic reasoning about business models: a conceptual modeling approach

Abstract

Strategic reasoning about business models is an integral part of service design. In fast moving markets, businesses must be able to recognize and respond strategically to disruptive change. They have to answer questions such as: what are the threats and opportunities in emerging technologies and innovations? How should they target customer groups? Who are their real competitors? How will competitive battles take shape? In this paper we define a strategic modeling framework to help understand and analyze the goals, intentions, roles, and the rationale behind the strategic actions in a business environment. This understanding is necessary in order to improve existing or design new services. The key component of the framework is a strategic business model ontology for representing and analyzing business models and strategies, using the i* agent and goal oriented methodology as a basis. The ontology introduces a strategy layer which reasons about alternative strategies that are realized in the operational layer. The framework is evaluated using a retroactive example of disruptive technology in the telecommunication services sector from the literature.

Conceptual modeling for the design of intelligent and emergent information systems

“…The i* framework was proposed in the early 1990s for capturing and analyzing early requirements (Gordijn, Yu, & van der Raadt, 2006). However, since that time the framework has evolved significantly and has been applied to many areas of IS and business, including strategic and operational modeling (Samavi, Yu, & Topaloglou, 2009). In addition, the Business Rules Group specification of the semantics of business vocabulary and business rules (SBVR) (S. OMG, 2006) is a well-known standard.…”

Making Strategic Decisions on B2b E-Commerce Models: An Empirical Study on Australian Agribusinesses

“…These are: (1) organizational structure and culture 19,26 ; (2) types of business strategy 26,28 ; (3) resources available 29,30 ; (4) technological infrastructure and knowledge 31,32 ; (5) market positioning 30,33 ; (6) on-and off-line marketing strategy and objectives 34,35 ; (7) understanding of e-commerce models 36,37 ; (8) nature of products or services 26,33 ; and (9) target market segment and market scope 35,38 . On the other hand, there are seven external influencing factors identified from the literature that may impact strategic decision making.…”

Applying strategic business modeling to understand disruptive innovation

“…Details on SBMO and its usage methodology can be found in [22]. The ontology is supported with a graphical visual representation.…”

“…These concepts include strategy layer, operational layer, state of the business model, and the business model dynamics [22].…”