Business modelling revisited: the configuration of control and value

Ballon, Pieter

doi:10.1108/14636690710816417

Cited by 159 publications

(133 citation statements)

References 30 publications

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“…Now, within this value network, we will isolate a single application provider in order to dive into the business model of this actor. Contrary to existing literature [3] we see a business model as a firmindividual fact that is an element from a surrounding network. That surrounding network describes how actors and their individual business models interact.…”

Section: Providersmentioning

confidence: 71%

“…In literature one can find several different definitions of a value network [19] [3]. In this work we formulated a consensus of previous work as follows: a value network is a network of actors, responsible for one or more predefined tasks, which go in a relationship which each other in order to create value.…”

Section: Value Network For Mobile Applicationsmentioning

confidence: 99%

“…Since there is already a lot of literature available on the definition and usage of a business model [28] [25] [3] [4] [9], we will not formulate an own interpretation. Because of the quality of the canvas as discussion tool and its well described building blocks, (Figure 4.…”

Section: A Business Model Elementsmentioning

confidence: 99%

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Business models for the mobile application market from a developer's viewpoint

Vannieuwenborg

Mainil

Verbrugge

et al. 2012

2012 16th International Conference on Intelligence in Next Generation Networks

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Abstract-Attracted by impressive cash flows and success stories, mobile application developers are trying to penetrate the mobile application market more than ever. Despite this increasing interest, the market configuration is certainly not always clear, let alone how to formulate an optimal business and revenue model from a developer's or provider's viewpoint. Based on case study research, we identified business model characteristics and several revenue models for a mobile application provider. In addition to existing literature on business models, this paper describes two main value network configurations for offering mobile applications: 1) All-in-one mobile application provider, and 2) Outsourcing mobile application provider. Further, we focus on the business model elements of an application developer which can be subdivided in recurrent elements (e.g.: cost structure, key partners, resources, key activities, promotion channels, customer relationships and revenue streams) or unique elements (value proposition and customer segments). This actor specific research allows us to 1) develop a decision chart and 2) to extend existing guidelines in order to determine the most optimal revenue model for a mobile application. The tool and the insights can help new developers to set up their business model or existing mobile application providers to evaluate their current one.

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Section: Providersmentioning

confidence: 71%

Section: Value Network For Mobile Applicationsmentioning

confidence: 99%

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Business models for the mobile application market from a developer's viewpoint

Vannieuwenborg

Mainil

Verbrugge

et al. 2012

2012 16th International Conference on Intelligence in Next Generation Networks

View full text Add to dashboard Cite

show abstract

“…In parallel, business model has become an extensive and dynamic concept, as its focus has shifted from the single firm to the network of firms, and from the sole firm's positioning within the network to its entire interrelations and hierarchies [2].…”

Section: Literature Reviewmentioning

confidence: 99%

“…Morris and others [8] propose a six-component framework for characterizing a business model, regardless of venture type, which comprehends: value creation; value target; internal source of advantage; firm market positioning; value capture; entrepreneur's time, scope and size ambitions. Ballon [2] holds that the recurrent parameters a business model is built on can be brought back to the general concepts of value -value proposition and financial configuration -and control -interfirm or value network relationships -. For Johnson and others [6] a business model consists of four interlocking elements that, taken together, create and deliver value: customer value; profit formula; key resources; and key processes.…”

Section: Literature Reviewmentioning

confidence: 99%

A Proposal of Business Model Design Parameters for Future Internet Carriers

Ghezzi

2012

NETWORKING 2012 Workshops

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Abstract. Future Internet evolution requires innovative strategic stances and the design of original business models from actors involved in the ecosystem. The study focuses on Internet Carriers, recently striving to make their business sustainable, and proposes to enclose in a single reference framework all the critical levers, either consolidated or innovative, such actors can employ in order to design their value proposition, value network integration, and financial configuration. The framework grounds its findings on multiple case studies, and, by presenting an insightful list of business model parameters for Carriers, sheds light on key emerging strategic and tactical trends in the Internet interconnections market.Keywords: Future Internet, Carriers, Business Model Design, Strategy, Interconnections. IntroductionThe Internet's future development is not only heavily depending on its technological evolution, but also on business sustainability for the interconnection ecosystem the Web relies on, where various players characterized by fairly different economics are coexisting [3]. Current Internet technologies and business rules for network interconnection are proving to be no longer able to support the sustainable development of all actors along the value network, i.e. from the application to the network service providers. While Over-The-Top (OTT) providers develop high performance applications that create new revenues opportunities for them, Carriers have to cope with more and more constrainable traffic they cannot control and charge in order to recover corresponding extra network investment costs [18]. Indeed, peering agreements remain static and insensitive with respect to Quality of Service parameters, and operators rely mainly on the revenues coming from flat rate pricing in access networks.To lighten this quite gloomy picture, Internet Service Providers (ISP) or Carriers are required to elaborate innovative strategies, in turn resulting in original tactical choices at a business model design level. The present study, through collecting the multifaceted perspectives of 10 Carriers (integrated by the complementary view of 5 A Proposal of Business Model Design Parameters for Future Internet Carriers 73 OTTs), aims at disclosing such strategic and tactical decisions (either already consolidated in the current market practices, or innovatively derived from original stances) and present them in a comprehensive framework for to support Carriers in the business model design process from a Future Internet perspective. MethodologyThe research leverages on two main methodological pillars: literature review and multiple case studies. The literature review focused on the significant and quite innovative stream of the broad Strategic Management theory. i.e. Business Model Design, posing the theoretical bases for the proposed Carriers model's building blocks. With reference to the empirical research methodology, case studies are defined [15] as "empirical inquiries that investigates a contemporary phenomenon within it...

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e‐Commerce Business Models

Hawkins

2015

The International Encyclopedia of Digital Communication and Society

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Business modelling revisited: the configuration of control and value

Cited by 159 publications

References 30 publications

Business models for the mobile application market from a developer's viewpoint

Business models for the mobile application market from a developer's viewpoint

A Proposal of Business Model Design Parameters for Future Internet Carriers

e‐Commerce Business Models

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