In our view, the business model can take two very different approaches: The value model and the process model.
In ALMANAC we will use the value modelling approach in order to define the attractiveness of a given market segment for a given ALMANAC asset. This should lead to innovative business structures involving concept owners, service providers, system integrators, content providers and device manufacturers in collaborative efforts. As the name indicates, value modelling focuses on value creation; how value is created, by whom and for whom. It is thus foremost a strategic tool with the aim of identifying new business opportunities and how the firm can position itself strategically to derive maximum benefits from new and emerging opportunities, which may or may not require substantial redefinition of the enterprise infrastructure. A value model captures decisions regarding who is offering and exchanging what with whom and expects what in return, whereas a process model focuses on decisions with respect to how processes should be carried out, and by whom. Value modelling uses decomposition of value activities as a way of discovering new profitable activities, where decomposition of activities in process modelling serves the goal of clarity, or studying various resource allocations (e.g., operational actors) to activities. Applying the value business model to ALMANAC enabled applications In ALMANAC, we use the e3value modelling methodology and tool developed by Jaap Gordijn (Gordijn, 2002).
The e3value methodology has proved very useful for the exploration of business ideas such as ALMANAC services, because it can be easily communicated to business oriented stakeholders in order to enhance the common understanding of the idea. It has an ontological approach that specifies generic terms and definitions for important concepts and provides a vocabulary for the language used to handle information and operational data in scenarios. The e3value ontology is organised in three viewpoints, each related to different requirement expressions: The global actor, the detailed actor and the value activity. Actors exchange Value Objects through Value Ports. The resulting Value Exchange can be analysed in terms of value proposition and profitability, e.g., for the ‘buyer’ and the ‘seller’. The challenge is to identify exactly what is the value in ALMANAC applications and what kind of value exchange can be expected in order to provide a real value proposition to actors. By adopting the ontology consistently over the business landscape, a complete value model can be developed. A total of four business models and cases will be developed for the ALMANAC project; two for the waste application and two for the water application. Once all the actors and value propositions and value exchanges have been identified, real (or realistic for future values) monetary values will be added and the e3value tool then allows us to do a complete revenue calculation for all the actors in the model. The results are presented in excel and a profitability table will show clearly if the proposed model is sustainable (or profitable) for all actors in the model. The results of the business modelling work will be presented in the forthcoming deliverable D9.5 Final Exploitation Plan. For more information about the e3value methodology and tool please visit www.e3value.com
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