Transcript Modeling e-Business with eBML

An e-Business Model Ontology for
Modeling e-Business
Bled Electronic Commerce Conference 2002
Bled, June 2002
Alexander Osterwalder
Yves Pigneur
HEC Lausanne
[email protected]
(+41 21) 692.3420
Université de Lausanne
WEB | AGENDA | FIN
Agenda
1. Why business models?
e-business logic today
p3
What are business models good for?
p7
2. State of the art in business models
Ontologies, business models, tools
p8
3. Further research
Research levels, research projects
p9
4. The e-business model ontology
4 pillars: product, customer, infrastructure, finance
© 2002 Osterwalder, HEC Lausanne
p10
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e-Business logic today
• Problem: Interpretation of
strategy
• Result: Re-inventing strategy
•Positioning
•Objectives & goals
•Communication of strategy
Planning level
Strategy
?
Implementation
level
Business
Processes
Information &
Communication
Technology (ICT)
pressure
e-Business
processes
e-Business Technology layer
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e-Business logic tomorrow
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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What is a business model anyway?
• A business model is not a description of a complex
social system itself with all its actors, relations and
processes. Instead it describes the logic of a
“business system” for creating value, that lies
behind the actual processes.
Strategy
Business
Model
Business Impact
• A business model is the conceptual and
architectural implementation of a business
strategy and represents the foundation for
the implementation of business processes
Business
Processes
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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 (Ushold et al., 1995;
Morecroft, 1994).
• Share knowledge
– The use of formalized e-business models (i.e. an
ontology) helps managers communicate and share
their understanding of a business among other
stakeholders (Fensel, 2001).
• 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
(Petrovic et al., 2001).
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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 (Norton
et al., 1992).
• 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 (Sternman, 2000).
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State of the art
• Ontologies
– Enterprise ontologies: TOVE (Toronto Virtual Enterprise), The Enterprise
Ontology (html), Core Enterprise Ontology (CEO)
– e-Business Process ontologies (in XML): Transactions (xCBL, cXML),
Ontology.org (html)
• Business Models
– Classification: Timmers (pdf), Rappa (htm), Tapscott.
– Modeling (partial…): Hamel, Gordijn, Afuah, Linder (html).
• Tools
– MIT eBusiness Process Handbook (html)
– System Dynamics...
http://ecommerce.ncsu.edu/business_models.html
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3 research levels
Management Use
Research Projects
Level 3
e-Business Model
Equations
Simulate models, play and
learn by changing
models, understand
consequences of change
Level 2
e-Business Model
Measurements
Pilote, follow, alert
e-Business Model Balanced
Scorecard
e-Business Model
Ontology
Understanding model elements
and relationships, communicate
and share models, change
models
e-Business Model Framework
(eBMF), Language (eBML),
Handbook (eBMH) and Design
Tool
Level 1
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e-Business Model Simulator,
e-Business Model Games
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Definition of a business model
A business model is nothing else than 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.
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Definition of an e-business model
INFRASTRUCTURE
MANAGEMENT
CUSTOMER
RELATIONSHIP
PRODUCT
INNOVATION
FINANCIAL ASPECTS
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Definition of an e-business model
PRODUCT
INNOVATION
Capabilities
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Value
Proposition
Target
Customer
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Definition of an e-business model
INFRASTRUCTURE
MANAGEMENT
PRODUCT
INNOVATION
Capabilities
Resources
Value
Configuration
Value
Proposition
Target
Customer
Partner
Network
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Definition of an e-business model
INFRASTRUCTURE
MANAGEMENT
PRODUCT
INNOVATION
Capabilities
Information
Strategy
Resources
Value
Configuration
Partner
Network
© 2002 Osterwalder, HEC Lausanne
CUSTOMER
RELATIONSHIP
Value
Proposition
Feel &
Serve
Target
Customer
Trust &
Loyalty
e-business 14
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Definition of an e-business model
INFRASTRUCTURE
MANAGEMENT
PRODUCT
INNOVATION
Capabilities
CUSTOMER
RELATIONSHIP
Information
Strategy
Resources
Value
Configuration
Value
Proposition
Partner
Network
Cost Structure
Feel &
Serve
Target
Customer
Trust &
Loyalty
Profit/Loss
Revenue Model
FINANCIAL ASPECTS
© 2002 Osterwalder, HEC Lausanne
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Questions & more information
http://inforge.unil.ch/aosterwa
[email protected]
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