Transcript E-Business model ontology for improving business/IT alignment

Université de Lausanne
Ecole des Hautes Etudes Commerciales (HEC)
Table of content
INTRODUCTION
BUSINESS MODEL
• Product
• Customer
• Infrastructure
BUSINESS/IT
ALIGNMENT
• Alignment
• Enterprise model
• Applications & platform
Interop > CAISE-EMOI’05 > June 2005
e-business model ontology for improving business/IT
alignment
BUILDING
ONTOLOGY
CONCLUSION
BFSH1 - 1015 Lausanne - Switzerland - Tel. +41 21 692.3416 - [email protected] - http://www.hec.unil.ch/yp
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Agenda
•
BUSINESS MODEL
–
–
–
•
BUSINESS/IT ALIGNMENT
–
–
–
•
Product
Customer
Infrastructure
Alignment
Enterprise model
Applications & platform
BUILDING ONTOLOGY
– Logic
– Protégé (& PAL)
– Protégé OWL/DL (Description Logic)
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BUSINESS MODEL | BUSINESS/IT ALIGNMENT | BUILDING ONTOLOGY
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Business model > evolution
5000
4500
4000
3500
3000
Nasdaq
2500
Business Models
2000
S&P
1500
1000
500
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Occurrences of the term « business model » in
business and academic journals
(in Business Source Premier)
compared to the NASDAQ
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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
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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
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Why a business model approach to e-strategy?
Conceptual architecture
of a business strategy
Planning level
Architectural
level
Implementation
level
Strategy
Business
Model
Business
Processes
Information &
Communication
Technology (ICT)
pressure
e-Business
opportunities & change
e-Business
processes
e-Business Technology layer
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authors
outcomes
activity
Evolution of research in business model
define & classify
business models
list business
model components
describe business
model elements
model business
model elements
apply business
model concept
definitions &
taxonomies
"shopping list" of
components
components as
building blocks
reference models
& ONTOLOGY
applications &
conceptual tools
Rappa 2001
Timmers 1998
Tapscott, 2000
Linder & Cantrell 2000
Magretta 2002
Afuah & Tucci 2001
Hamel 2000
Weill & Vitale 2001
Gordijn 2002
Osterwalder & Pigneur 2002
Geerts and McCarthy, 2002
Modelling Rigour (towards a business model ontology)
TOVE
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BUSINESS MODEL
Who are our customers?
How do we reach them?
How do we get and keep them?
What do we offer to our customers?
WHAT?
VALUE proposition
WHO?
HOW?
Value configuration
Customer group
Partnership
Core capability
Distribution channel
Revenue
Cost
Relationship
 Trust
HOW MUCH?
How do we operate and deliver?
How do we collaborate?
What are our key competencies?
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What are our revenues? Our pricing?
What are our costs?
BUSINESS MODEL | BUSINESS/IT ALIGNMENT | BUILDING ONTOLOGY
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Product
Innovation
Product innovation
Who are our customers?
How do we reach them?
How do we get and keep them?
What do we offer to our customers?
WHAT?
VALUE PROPOSITION
WHO?
HOW?
Value configuration
Customer group
Partnership
Core capability
Distribution channel
Revenue
Relationship
Cost
HOW MUCH?
How do we operate and deliver?
How do we collaborate?
What are our key competencies?
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What are our revenues? Our pricing?
What are our costs?
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Value proposition
What do we offer to our customers?
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
refined by
Core capabilities
requires
Value
proposition
• Reasoning
• Life cycle
• Value level
• Price level
• Category
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targets
Customer group
(use, risk, effort)
(creation, appropriation, use, renewal, transfer)
(me-too, innovation/imitation, innovation)
(free, economy, market, high-end)
(barter, sale, market, buy)
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High-end
PRICE
Value proposition > price/value
Exec jet
High-end
Quality, comfort
…
Underperformer
s
market
Major airlines
economy
free
EasyJet
Me-too
Low cost
(frequent flight, on-time schedule, service)
Imitative
innovation
VALUE
excellence
innovation
[Kambill, 1997]
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Value proposition > Montreux Jazz Festival
CUSTOMERS
MJF concerts
Festival visitors
MJF off
Shops
MJF frequentation
Sponsors
MJF sponsoring
Record, TV, artists
MJF recordings
Franchisees
MJF brand & franchise
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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: TARGET CUSTOMER 3: Sponsors
Based on CAPABILITYies:
CAPABILITY 2: Attract and feature great stars and concerts
CAPABILITY 4: Attract people
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Customer relationship
Customer
relationship
Who are our customers?
How do we reach them?
How do we get and keep them?
What do we offer to our customers?
WHAT?
Value proposition
WHO?
HOW?
Value configuration
Customer group
Partnership
Core capability
Distribution channel
Revenue
Relationship mechanisms
Cost
HOW MUCH?
How do we operate and deliver?
How do we collaborate?
What are our key competencies?
© 2005 Pigneur
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What are our costs?
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Customer group
Who are our customers?
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
refined by
Value proposition
targeted by
Customer
group
• Reasoning
(segment, community, …)
• CRITERION
• Category
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Customer group > Montreux Jazz Festival
VALUE PROPOSITION
MJF concerts
Festival visitors
MJF off
Shops
MJF frequentation
Sponsors
MJF sponsoring
Record, TV, artists
MJF recordings
Franchisees
MJF brand & franchise
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Distribution channel
How do we reach our customers?
3
• 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.
precedes
Distribution
link
is a
refined by
delivers
Distribution
channel
Value proposition
serves
Customer group
• Customer buying cycle (awareness, evaluation, purchase, after sale)
• Category
(network, internet, call center, …)
by
Actor
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Distribution Channel > Montreux Jazz Festival
Channel strategy at the Montreux Jazz Festival (essentially for Festival visitors)
CHANNEL
www.montreux
jazz.com
MJF event
Ticket Corner
{Awareness}
{Evaluation}
{Purchase}
{After sales}
Online program, news
feed and real videos
of past concerts
Artist descriptions,
online program, MJF
virtual tour
Online ticketing
(48% of tickets)
and online shop
Real videos of past
concerts, various
information
Advertising for upcoming events
Ticket office
MJF advertising
Swiss-wide ticket
agency shops
46% of
tickets
www.ticket
corner.ch
MJF concert listing
MJF program
Free distribution of
the MJF program,
also as supplement
Media
Emissions, and
supplements on the
MJF
Swiss Tourism:
Top Events of
Switzerland
Artist and event
descriptions

MJF concert
database, taste real
videos
www.montreux
sounds.com
MJF Sponsors
Online ticketing
Program distribution
Worldwide promotion

AFTER
SALES
AWARENESS
PURCHASE
EVALUATION


[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?
4
refined by
Value proposition
Distribution link
Customer group
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concerns
Relationship
mechanism
• Reasoning
• Category
(acquisition, retention, add-on selling, …)
(trust, personalization, brand…)
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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 …
Certification
Verification et authorization
Escrow
Notary, payments
Expertise
Guarantee of quality
Rating
Reputation of actors
Insurance
Risk management
[Blattberg, 2001]
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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
Infrastructure
management
Who are our customers?
How do we reach them?
How do we get and keep them?
What do we offer to our customers?
WHAT?
Value proposition
WHO?
HOW?
Value configuration
Customer goup
Partnership agreement
Capability
Distribution channel
Revenue
Customer relationship
Cost
HOW MUCH?
How do we operate and deliver?
How do we collaborate?
What are our key competencies?
© 2005 Pigneur
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What are our costs?
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Core capabilities and resources
What are our key competencies?
5
• 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
Core capability
refined by
is a
required by
Resource
Value proposition
• Category (generative, transformative, …)
by
Actor
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Capability > Montreux Jazz Festival
VALUE PROPOSITION
CUSTOMER
MJF concerts
Attractive MJF Venue
Festival visitors
MJF off
Mobilize volunteer staff
Shops
MJF frequentation
Atmosphere & experience
Sponsors
MJF sponsoring
Contract stars
Record, TV, artists
MJF recordings
Attract people
Franchisees
MJF brand & franchise
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Value configuration
How do we operate and deliver?
6
Value
activity
Category {principal, support …}
is a
refined by
needs (in)
Value
configuration
Resource
implements
Value proposition
creates (out)
by
• Category {Value chain, Value shop, Value network …}
• activity level
• activity nature
Actor
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Value configuration > Montreux Jazz Festival
NETWORK PROMOTION
Nobs
Network
flow
Contract musicians
flow
SERVICE PROVISIONING
flow
flow
musicians
by MJF
recordings
fit
Selling recordings
Contract sponsors
NETWORK
INFRASTRUCTURE
fit
by Montreux Sounds
by MJF
Programming
Sponsors
Ticketing
flow
Concerts
flow
tickets
by MJF, Ticket Corner
by MJF, artists
Food & Beverages
Advertising the MJF
fit
instruments
fit
Recording concerts
fit
by MJF
by MJF, caterers, Heineken
by MFJ, sponsors, media,
Swiss tourism, Montreux
venues
Production
Commerce
by shops
by MJF
share
fit
Merchandising
Focus: Programming decomposed into its sub-activities (forming a value shop)
flow
Evaluation
Evaluate concert
and ticket sales
flow
Nobs & staff
Manage infrastructure
by MJF, Municipality
JAZZ
by MJF
Problem finding
Define concert date
and stage to be filled
see focus
by MJF
Manage JAZZ
by MJF
Manage volunteers
Problem
solving
by MJF
list music styles and
possible artists
Legend
Execution
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Put artist in
program
Choose artist
Choice
Resource
Activity
By ACTOR
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Value configuration > Montreux Jazz Festival
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Partnership agreement
How do we collaborate?
7
refined by
Distribution channel
Value configuration
Partnership
agreement
concerns
Core capability
with
Actor
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• Category {chain, market, network …}
• strategic importance
• degree of integration
• degree of competition
• substitutability
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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
Who are our customers?
How do we reach them?
How do we get and keep them?
What do we offer to our customers?
WHAT?
Value proposition
WHO?
HOW?
Value configuration
Customer group
Partnership agreement
Core capability
Distribution channel
REVENUE
Customer relationship
Cost
HOW MUCH?
How do we operate and deliver?
How do we collaborate?
What are our key competencies?
© 2005 Pigneur
What are our revenues? Our pricing?
What are our costs?
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Revenue stream
What are our revenues? Our pricing?
8
refined by
Value proposition
Distribution link
Customer group
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concerns
Revenue
stream
• Category {subscription, sale, advertisement …}
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Revenue stream > categories
Mobile:
REVENUE
PRE-PAID
card
one time
combination
Phone
• registry
• subscription
• Usage
sale
• Time
• Services
registry
recurrent
subscription
Income of the subscription fees to become a member
Paid by the buyer and/or the vendor
advertisement
Income of the ad banners posted on the shopfront
Paid by the vendor
use
transaction
Income of online sales paid by the buyer
commission
Income, percentage of a transaction made by the settlement
(affiliate program)
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Profit and cost account
What are our costs?
9
refined by
Partnership
Value configuration
Core capability
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concerns
Cost
account
• Category
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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)
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
Income (loss) before tax
Net income (loss)
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Profitability evaluation > e3value
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Business model (Bird’s eye view)
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BUSINESS/IT ALIGNMENT
Business scope
Distinctive competencies
IT governance
Technology scope
System competencies
IT governance
BUSINESS
Strategic
fit
IT
BUSINESS
strategy
IT
strategy
ORGANIZATION
infrastructure
IS
infrastructure
strategy
infrastructure
Function
integration
Administrative structure
Business processes
Skills
Architecture
Processes
Skills
[Henderson and Venkatraman, 1993]
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Business/IT alignment: enterprise modeling, applications, ontology …
BUSINESS
MODEL
VALUE proposition
Value configuration
Customer (relationship)
Strategic
fit
ENTERPRISE
MODEL
BUSINESS
IT
BUSINESS
strategy
IT
strategy
ORGANIZATION
infrastructure
IS
infrastructure
Function
integration
Organization OBJECT
Business PROCESS
Team (coordination)
strategy
infrastructure
ARCHITECTURE
& PLATFORM
Information OBJECT
Business TASK
User (interface)
ONTOLOGY
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Business IT/IS Alignment - IS PLANNING
• application portfolio
• IT infrastructure services
• measures
BUSINESS
MODEL
VALUE proposition
Value configuration
Customer (relationship)
Strategic
fit
BUSINESS
IT
BUSINESS
strategy
IT
strategy
ORGANIZATION
infrastructure
IS
infrastructure
Function
integration
strategy
infrastructure
ARCHITECTURE
& PLATFORM
Information OBJECT
Business TASK
User (interface)
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future
Application portfolio
STRATEGIC
POTENTIAL
OPERATIONAL
SUPPORT
Impact of existing IS
Activities
Contracting musicians
Contracting sponsors
Ticketing
Promotion
Concerts
F&B
Commerce
Merchandising
Selling recordings
manage MJF infrastructure
Production
JAZZ currency & CASH
Volunteer m anagement
Strategic
Key Operational
Website
(NAGRA s ystem)
Website
Reservation System
(NAGRA System)
(NAGRA System)
(NAGRA System)
(NAGRA Syst em)
Production
Paycenter
Paycenter
Paycenter
Concert Database
(NAGRA system)
Support
Database, Office
Accounting
Mailing Database,
Office
Production
Paycenter & Views
Volunteer Database
High Potential
Accounting, Office
Accounting, Office
Accounting, Office
Accounting, Office
CMS
Website
Website
(Music downloading)
Accounting, Office
Volunteer Database,
Office
[Ward, 2002]
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IT infrastructure
Application infrastructure
Communication
Data management
IT management
Security
Architecture & standards
IT research & development
IT education
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Measure > Balanced ScoreCard (BSC)
INNOVATION
CUSTOMER
PROCESSES
FINANCE
INNOVATION
CUSTOMERS
INFRASTRUCTURE
FINANCE
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Business IT/IS Alignment - Process and task modeling
• Process Viewpoint
• IS Viewpoint
BUSINESS
MODEL
VALUE proposition
Value configuration
Customer (relationship)
Strategic
fit
ENTERPRISE
MODEL
Organization OBJECT
Business PROCESS
Team (coordination)
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BUSINESS
IT
BUSINESS
strategy
IT
strategy
ORGANIZATION
infrastructure
IS
infrastructure
Function
integration
strategy
infrastructure
ARCHITECTURE
& PLATFORM
Information OBJECT
Business TASK
User (interface)
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Business/IT alignment > from business model to process model
From business value
to organization efficiency …
AMSTERDAM FUA
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Business/IT alignment > from business model to process model
From business value
to organization efficiency …
STOCKHOLM KTH
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Business/IT alignment > from business model to process model
LUXEMBOURG
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Business/IT alignment > requirement engineering
BUSINESS
MODEL
© 2005 Pigneur
ards
re &
stan
d
ucat
ion
IT r
ectu
-
User
s
s
Task
ls
IT ed
IT re
sear
Arch
it
evel
opm
e
ch &
d
re &
stan
d
ectu
QuickTime™ et un
décompresseur TIFF (LZW)
sont requis pour visionner cette image.
Arch
it
GOAL-BASED MODEL?
-
Agen
ts
s
BUSINESS
TAKS
Goa
Value proposition
Target customers
Distribution channels
Customer relationship
Capabilities
Activities
Partnerships
Revenues
Costs
Proc
esse
Mult
i-goa
ls
BUSINESS
PROCESS
nt
Individual OBJECTS
Business tasks
User (interface)
ards
Organization OBJECTS
Business processes
Agent (conversation)
Value proposition
Target customers
Distribution channels
Customer relationship
Capabilities
Activities
Partnerships
Revenues
Costs
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Business/IT alignment > requirement engineering
• goal-based
• dependency
TORONTO
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Business IT/IS Alignment - Ontology
• Terminology
• Standard
BUSINESS
MODEL
VALUE proposition
Value configuration
Customer (relationship)
Strategic
fit
ENTERPRISE
MODEL
BUSINESS
IT
BUSINESS
strategy
IT
strategy
ORGANIZATION
infrastructure
IS
infrastructure
Function
integration
Organization OBJECT
Business PROCESS
Team (coordination)
ONTOLOGY
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strategy
infrastructure
ARCHITECTURE
& PLATFORM
Information OBJECT
Business TASK
User (interface)
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Computer Aided Business Design
•
•
•
•
Business Model Design & Communication (i.e. the drawing board)
Requirements Engineering
Balanced Scorecard
Knowledge Management & Visualization
x
y
communication
requirements
Indicators/
measures
computerassisted tool
© 2005 Pigneur
usage
layer
Has
management
improved?
application
layer
which
artefact?
modelling &
formalization
layer
which model?
visualization
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Business model > Computer-Aided Business Design
Name
Description
Use
Reasoning
Risk
Value
Proposition
Characteristics
ValuePropositionID
AddressesCustomerIDREF
BasedOnCapabilityIDREF
XML-based document management
Effort
Value
Proposition
MeToo
Value
Level
HTML
Document
e.g. a two page
overview of a
company’s business
model
PDF
Document
e.g. a ten page report of
a company’s business
model
Word
Document
e.g. a detailed n-page
description of the
company’s business
model
SVG
Document
e.g. a graphical view of
a business model issue
such as the channel
strategy
Innovative
Innovation
Excellence
Innovation
Name
Free
Description
Use
Reasoning
Risk
Economy
Price
Level
Market
Life
Cycle
Effort
High
End
LifeCyclePhase
{Creation, Purchase, Use,
Renewal, Transfer}
MeToo
Offering
Characteristics
SetOf
Offerings
Innovative
Innovation
Offering
Excellence
OfferingID
Legend
Value
Level
SetOf
Offerings
Innovation
element
obligatory element
element
optional element
element
1 - n elements
Free
Economy
Price
Level
Market
sequence of
choice between
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Life
Cycle
LifeCyclePhase
{Creation, Purchase, Use,
Renewal, Transfer}
High
End
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BUSINESS MODEL ONTOLOGY
WHO?
HOW?
Partnership
Actor
Relationship
WHAT?
Capability
Configuration
Proposition
Channel
Customer
Needs
requires
Resource
Activity
Cost
Link
Profit
Revenue
HOW MUCH?
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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.
…
Value proposition
delivers
Channel
reaches
Customer Group
targets
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Formal rules > relationships
Each VALUE PROPOSITION targets one or several CUSTOMER GROUPs
targets (v, c)
(1)
A DISTRIBUTION CHANNEL can deliver VALUE PROPOSITIONs and reach CUSTOMER
GROUPs
delivers (d,c)
reaches (d,c)
(2)
(3)
If a VALUE PROPOSITION targets a CUSTOMER GROUP, then the later is targeted by the former
isTargetedBy (c, v) = targets (v, c)
[…]
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(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)
(7)
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)
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(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 …
© 2005 Pigneur
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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)
(7)
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
Value proposition
delivers
Channel
reaches
Customer Group
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)
(7)
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:
© 2005 Pigneur
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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 equivalence
derived 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 (isDeliveredByreaches).
• However OWL does currently not allow the composition of properties [7].
© 2005 Pigneur
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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
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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
–
–
–
© 2005 Pigneur
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
AGREEMENT
Infrastructure
Management
SENA business model
Partnership for
international making
public rights
RELATIONSHIP
MECHANISM
active artist acquisition
for famous artists
Customer
Interface
passive web sign-up
for unknown artists
Partnership for other
national ownership rights
standardized mailings
Offer
RESOURCE &
CAPABILITY
Ability to collect and
redistribute fees
VALUE
CONFIGURATION
connecting rights owners
and rights users
VALUE
PROPOSITION
DISTRIBUTION
CHANNEL
Rights collection and
redistribution
artist acquisition
department
Rights clearing
SENA board
Ability to clear rights
CUSTOMER
SEGMENT
Right owners
Broadcast media
Professional users
Umbrella organization
of professional users
Ability to enforce
rights
COST ACCOUNT
IT infrastructure
Personnel cost
...
© 2005 Pigneur
PROFIT/LOSS
REVENUE
STREAM
SENA's revenue streams
cover its fixed and
variable costs and allow it
to make a decent profit.
Transaction cut on
broadcasters' making
public rights
Transaction cut on
professional users''
making public rights
Financial
Aspects
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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.
Customerrelated area
The explicitly modelled distribution channels
and relationship mechanisms in BMO are
complementary to e3value and could be
integrated.
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.
Value
exchange
related area
Tool support &
usages
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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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Comparaison of business models
Disruption innovation …
SKYPE
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Telcos
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Comparaison of business models > value configuration
SKYPE
Telcos
[Gordijn, 2002]
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Comparaison of business models
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