Business Model Boutique: A Prêt-à-Porter Solution for Business Model Innovation in SMEs

Fragidis, Garyfallos; Handschuh, Siegfried; Koumpis, Adamantios

doi:10.1007/978-3-319-45390-3_49

Cited by 3 publications

(10 citation statements)

References 5 publications

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“…Through the literature review on SME specific procedure models, 15 relevant contributions could be identified [10,18,19,23,25,31,33,35,38,42,46,47,49,55,58]. The identified articles differ in various ways and focus on different aspects.…”

Section: Models For Digital Transformation In Smesmentioning

confidence: 99%

“…Second, a majority of the identified contributions reflect a similar underlying logic. As the term "transformation" inherently suggests, most of the contributions cover the following abstract phases in one way or another: Analysis of a current as-is state, definition of the desired to-be state, an alignment/synthesize of the as-is and to-be states and an actual implementation and monitoring phase [23,25,27,41,42,46,49,57,58,60].…”

Section: Models For Digital Transformation In Smesmentioning

confidence: 99%

“…Most of the other publications only mention generic process steps as part of their line of argumentation. For example, some of the BMI publications deal with the tools, which can be used by SME to support the generic innovation phases [23,42,46,49]. Others discuss the actual approach of case study companies [24,25], investigate the behavior of SMEs in this context [35,38], consider the advantages of open innovation [10,47], or discuss specific opportunities for BMI [31] without focusing on concrete process steps.…”

Section: Models For Digital Transformation In Smesmentioning

confidence: 99%

“…In other words, ideal-theoretic steps are hardly aligned to actual practical needs of SMEs. Even though the underlying logic of those contributions is reasonable for DT in general as well as for SME, they neglect idiosyncratic peculiarities that are important for DT projects of SMEs in practice [49]. Second, a process model incorporating external support units does not exist.…”

Section: Models For Digital Transformation In Smesmentioning

confidence: 99%

“…19,41,58]. Literature suggests providing light, simple, easy-to-use, agile, and practical tools [25,42,49]. Therefore, a procedure should go beyond the conceptual level and help to develop overviews incorporating domainspecific knowledge, best-practice, real-life examples, and pre-filled tools [25,42].…”

Section: R2 -Provision Of Practical Orientationmentioning

confidence: 99%

See 4 more Smart Citations

Supporting Digital Transformation in Small and Medium-sized Enterprises: A Procedure Model Involving Publicly Funded Support Units

Barann¹,

Hermann²,

Cordes³

et al. 2019

Proceedings of the Annual Hawaii International Conference on System Sciences

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Digital Transformation (DT) considers the continuous digitalization process of a company, which uses digital and data-driven innovation to improve existing processes, change distinct business model (BM) elements, or reinvent its BM entirely. Large companies position themselves at the frontline of the DT, while small and medium-sized enterprises (SMEs) are challenged by resource constraints and missing guidance on realizing benefits of DT. This situation threatens SMEs as big players increasingly utilize DT to enter markets that have been traditionally reserved to SMEs. Extant research on the ways SMEs can effectively participate in DT is limited. Against this background, this article builds upon prior research and a focus group discussion to propose a procedure model, which enables DT in SME by involving publicly funded support units. These units help SMEs in understanding and structuring the potentials of digital and data-driven innovation.

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Section: Models For Digital Transformation In Smesmentioning

confidence: 99%

Section: Models For Digital Transformation In Smesmentioning

confidence: 99%

Section: Models For Digital Transformation In Smesmentioning

confidence: 99%

Section: Models For Digital Transformation In Smesmentioning

confidence: 99%

Section: R2 -Provision Of Practical Orientationmentioning

confidence: 99%

See 3 more Smart Citations

Supporting Digital Transformation in Small and Medium-sized Enterprises: A Procedure Model Involving Publicly Funded Support Units

Barann¹,

Hermann²,

Cordes³

et al. 2019

Proceedings of the Annual Hawaii International Conference on System Sciences

View full text Add to dashboard Cite

show abstract

Ontology-Based Visualization for Business Model Design

Peter

Montecchiari

Hinkelmann

et al. 2020

Lecture Notes in Business Information Processing

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The goal of this paper is to demonstrate the feasibility of combining visualization and reasoning for business model design by combining the machine-interpretability of ontologies with a further development of the widely accepted business modeling tool, the Business Model Canvas (BMC). Since ontologies are a machine-interpretable representation of enterprise knowledge and thus, not very adequate for human interpretation, we present a tool that combines the graphical and human interpretable representation of BMC with a business model ontology. The tool connects a business model with reusable data and interoperability to other intelligent business information systems so that additional functionalities are made possible, such as a comparison between business models. This research follows the design science strategy with a qualitative approach by applying literature research, expert interviews, and desk research. The developed AOAME4BMC tool consists of the frontend, a graphical web-based representation of an enhanced BMC, a web service for the data exchange with the backend, and a specific ontology for the machine-interpretable representation of a business model. The results suggest that the developed tool AOAME4BMC supports the suitability of an ontology-based representation for business model design.

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An Ontology-Based Approach to Structure Business Model Innovation Cases

2021

14th IADIS International Conference Information Systems

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For companies to be able to adapt to market circumstances, they need to reconfigure or even reinvent their current business model. For this, companies need support to know their possibilities for business model innovations. Using a design science approach, this research developed an ontology to systematically represent business model innovation cases. Through this ontology, reasoning on business model innovation cases can be conducted to recommend promising business models. This ontology has been successfully applied to eight cases of business model innovation.

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Business Model Boutique: A Prêt-à-Porter Solution for Business Model Innovation in SMEs

Cited by 3 publications

References 5 publications

Supporting Digital Transformation in Small and Medium-sized Enterprises: A Procedure Model Involving Publicly Funded Support Units

Supporting Digital Transformation in Small and Medium-sized Enterprises: A Procedure Model Involving Publicly Funded Support Units

Ontology-Based Visualization for Business Model Design

An Ontology-Based Approach to Structure Business Model Innovation Cases

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