Business Modelling Is Not Process Modelling

Gordijn, Jaap; Akkermans, Hans; Vliet, Hans van

doi:10.1007/3-540-45394-6_5

Cited by 185 publications

(151 citation statements)

References 1 publication

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“…Recent approaches to e-Commerce systems design, [7], [3], stress the distinction between business models and process models. They also suggest that business models should be developed independently of process models.…”

Section: Discussionmentioning

confidence: 99%

Process Models and Business Models – A Unified Framework

Bergholtz

Jayaweera

Johannesson

et al. 2003

Lecture Notes in Computer Science

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Abstract. In e-Commerce, there are two fundamental types of models, business models and process models. A business model is concerned with value exchanges among business partners, while a process model focuses on operational and procedural aspects of business communication. Thus, a business model defines the what in an e-Commerce system, while a process model defines the how. The purpose of this paper is to analyse the contents of business models and process models and to show how they can be integrated. We are using ebXML as a conceptual and notational framework for our approach. The theoretical foundations of our approach are based on the Language/Action approach and REA. We illustrate how our approach can be used to facilitate integration, process specification and process pattern interpretation.

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Section: Discussionmentioning

confidence: 99%

Process Models and Business Models – A Unified Framework

Bergholtz

Jayaweera

Johannesson

et al. 2003

Lecture Notes in Computer Science

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“…In Figure 1, there are two dependency paths: one for the subscription and one for the calling. Dependency paths do not represent processes [16]. They merely indicate that in the contract period, a consumer need triggers a certain combination of economic transactions, without saying when or how these transactions are performed.…”

Section: Starting Point: E 3 Valuementioning

confidence: 99%

Automated Identification and Prioritization of Business Risks in e-service Networks

Wieringa

Gordijn

2016

Lecture Notes in Business Information Processing

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Abstract. Modern e-service providers rely on service innovation to stay relevant. Once a new service package is designed, implementation-specific aspects such as value (co-)creation and cost/benefit analysis are investigated. However, due to time-to-market or competitive advantage constraints, innovative services are rarely assessed for potential risks of fraud before they are put out on the market. But these risks may result in loss of economic value for actors involved in the e-service's provision. Our e 3 fraud approach automatically generates and prioritizes undesiredable scenarios from a business value model of the e-service, thereby drastically reducing the time needed to conduct an assessment. We provide examples from telecom service provision to motivate and illustrate the utility of the tool.

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“…In [3] the e3-value [9] and the REA ontologies [17] were compared (together with a third business ontology -the BMO [Os04]) in order to establish a common reference business ontology. One result of that comparison was a set of mappings between e3-value and REA indicating strong similarities between the concepts of the two.…”

Section: Background: Value Modelingmentioning

confidence: 99%

Value Encounters – Modeling and Analyzing Co-creation of Value

Weigand

2009

Software Services for E-Business and E-Society

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Recent marketing and management literature has introduced the concept of co-creation of value. Current value modeling approaches such as e3-value focus on the exchange of value rather than co-creation. In this paper, an extension to e3-value is proposed in the form of a "value encounter". Value encounters are defined as interaction spaces where a group of actors meet and derive value by each one bringing in some of its own resources. They can be analyzed from multiple strategic perspectives, including knowledge management, social network management and operational management. Value encounter modeling can be instrumental in the context of service analysis and design.

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Business Modelling Is Not Process Modelling

Cited by 185 publications

References 1 publication

Process Models and Business Models – A Unified Framework

Process Models and Business Models – A Unified Framework

Automated Identification and Prioritization of Business Risks in e-service Networks

Value Encounters – Modeling and Analyzing Co-creation of Value

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