01/06/ Conceptual business models and ontology's A design perspective eGlobal, 17 th Bled eCommerce Conference June , 2004 Harry Bouwman, TUDelft ICT, Faculty TPM, Delft University of Technology

01/06/20152 Out line From hype to design Projects Business models definition, taxonomy’s, assessment of Internet start ups Business Models for Innovative Telematics Applications 2002: 20 case studies: location aware, mobile and broadband services Freeband B4U design methodology oriented Freeband Uexperience actual design, mock ups, demonstrators, prototypes,…. Bro-kerBro-ker eTaileTail ASPASP ……….………. Business cases F ……..…….. Business models Strategy Processes Business modelling Resources Capabilities Channels IT-infrastructure Customer value Revenue models Access to customer

01/06/20153 Descriptive framework

01/06/20154 Actors Resources & Capabilities Value activities Perform Combine to Delivered value Have Are used in Costs Generate Value network Interactions Consists of Technological architecture Is a Have Strategies & goals Have To participate in Investment sources Roles Organisational arrangements Financial Arrangements Define ORGANIZATION DESIGN Relations Puts requirements on May grow into Define Influences Part-of Define Negotiate/ enforce Select partners

01/06/20155 Causal model

01/06/20156 Next step design Definitions Components Classifications Causal frameworks Evaluation frameworks Process frameworks Required Integration Low High Low Today’s position Added value of further investigation Descriptive frameworks Adapted from Pateli & Giaglis, 2003

01/06/20157 Live Contacts Live contacts offers context information via a mobile device (not now!) for your partners. That makes it possible to assess which communication channel is most appropriate. Your partners can assess status of your calendar and your preferences Available information: messenger status (online, offline, away,...) calendar-information (type of appointments) location-information (work, mobile, home).

01/06/20158 Quick Scan Live Contacts: walkthrough

01/06/20159 Quick Scan Live Contacts User organisatio n Application provider CP Licence fee Pay for connectivity Operator Service Provider use fee Connectivity fee Server modelService model user User organisatio n User organisatio n user Application provider CPOperator user use fee

01/06/ Uexperience Support we centric user experience, with 4 th generation mobile service bundles A service bundle aimed at supporting dynamic user groups which automatically adapts to changes in the context of the group (e.g. changes in group composition, goals, interests) and pushes and pull information based on group profiles Domain Police officers, Health care, ….

01/06/ Research approach Group awareness & personalization Dynamic service bundling User perspective e.g. Measuring user experiences Factors influencing usage Provisioning perspective Technology perspective Platform add-on & application development storylines Specific track Rationale for selecting target group and applications Joint design of service concepts for the police and healthcare validation Specific track Testing of theories and concepts in police and healthcare pilots We-centric user experiences Generic trackSpecific track e.g. User requirements for police/ care application Generic trackSpecific track e.g. Design issues in we- centric services (e.g. network governance) e.g. Factors influencing use of service bundles Generic trackSpecific track e.g. User requirements for police/ care application e.g. Design issues in service bundling (e.g. pricing) Generic trackSpecific track e.g. Co-design of service concepts for police/care Generic track e.g. Design issues in we-centric services (e.g. profile management) Generic functionality needed for we-centric services Generic track e.g. Design issues in service bundling (e.g. billing and accounting) Generic functionality needed for service bundling Specific track e.g. Building demonstrators & prototypes for police and care applications Building service platform add-on Building tools to measure user experiences e.g. Co-design of service concepts for police/care

01/06/ Conclusions Moving from definitions, taxonomy’s, et cetera towards causal frameworks and prescriptive models Testing causal frameworks is problematic Number of cases, accessibility of core data Freeband B4U FBBM Quick scan and methodology: supportive tools Framework supports design process: practical value; validation both in mobile domain but also in insurance To be applied in Uexperience

01/06/ More information

01/06/ SERVICE DOMAIN Context Customers or end-users Value activities Expected value (consumer) Intended value (provider) Delivered value (provider) Perceived value (consumer) Technological functionalities Technical Architecture Previous experience Previous versions Effort Value network Puts requirements on Co-determine Delivers Puts requirements on Co-determine Requires Has Influences Tariff Influences Influence Value proposition Summarised in Financial arrangements Influence DeliversInfluences Co-determines Market segment Are part of Revenue source Influences

01/06/ Actors Resources & Capabilities Value activities Perform Combine to Delivered value Have Are used in Costs Generate Value network Interactions Consists of Technological architecture Is a Have Strategies & goals Have To participate in Investment sources Roles Organisational arrangements Financial Arrangements Define ORGANIZATION DOMAIN Relations Puts requirements on May grow into Define Influences Part-of Define Negotiate/ enforce

01/06/ Technical Functionality Services Costs Generates Applications Technological architecture Backbone Infrastructure Devices Deliver Consists of Data Is used in Actors Own and invest in Access Networks Produce Service Platforms Billing platform Customer data platform Have requirements for TECHNOLOGY DOMAIN

01/06/ Technological architecture Cost sources Service Revenue sources Costs Are divided over actors according to Is a Value activities Revenues Generate Is a FINANCE DOMAIN Investment sources Provide Induce Generate Risks Generate Capital Are divided over actors according to Threaten Tariffs Risk sources Performance indicators Monitored using Financial arrangements Determine Market segment Co-determine