Erfolgsfaktoren Virtueller Gemeinschaften im Gesundheitswesen

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Analyse von Geschäftsmodellen
Seminar Herbsttrimester 2005/2006
Ulrike Lechner
Jens Römer
Agenda
Ziel und Umfang
Themenliste
Geschäftsmodell und Geschäftsmodellinnovation
Fokus des Seminars
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Lernziel
Eigenständige Erarbeitung und Präsentation eines
wissenschaftlichen Themas
Dient der Vorbereitung eigenständigen wissenschaftlichen
Arbeitens (Diplomarbeit, ggf. Studienarbeit)
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Umfang
ca. 40 Minuten Präsentation mit anschliessender Diskussion
ca. 8 Seiten Ausarbeitung, 11 pt. Times, Zeilenabstand ca. 1,3
Vorbereitung:
Besprechung der Schwerpunkte (2 Wochen vor Termin, 20 Minuten)
Besprechung Gliederung und Vortrag (1 Woche vor Termin)
Ausarbeitung zum Vortrag (1 Woche nach Termin)
Nachbereitung:
Feedback zum Vortrag unmittelbar nach dem Vortragstermin
Nachbesprechung für Vortrag und Ausarbeitung ca 2. Wochen nach
Abgabe der Ausarbeitung
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Themen:
Teil 1: Modelle und Theorie
Geschäftsmodellinnovationen:
P. Stähler. Geschäftsmodelle in der digitalen Ökonomie. pp 21-88
Strategy:
G. Hamel. Leading the Revolution. pp. 59-114
Click and Mortar Strategies:
Ch. Steinfeld, T. Adelaar and Fang Liu. Click and Mortar Strategies
viewed from the Web: A Content Analysis of Features Illustrating
Integration Between Retailers Online and Offline Presence. EM – The
International Journal on Electronic Markets. 15(3).
http://www.msu.edu/~steinfie/EM_2005.pdf
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Themen
Teil 2: Fallbeispiele & Anwendungen

EBay. eBay stategy A, eBay strategy B. eBay International.
Ducati Motorcycles and Harley-Davidson. Ducati Motorcycles: riding traditional
business channels or racing through the Internet. Ducati motorcycles vs. Harley
Davidson (USA). Innovating business processes and managing value networks.
Advance Bank and Nordea. Banking on the Internet: The Advance Bank in
Germany. From e-banking to e-business at Nordea (Scandinavia): the worlds
biggest clicks-and-mortar-bank.
Open Source. I. Frederico. Coordination Processes in Open Source Software
Development: The Linux Case Study.
Y. Lin. Hybrid Innovation: Dow Does the Collaboration between the FLOSS
Community and Corporations Happen?
Spamming and Phishing.
Ch. Abad. The economy of Spamming and Phishing. In FirstMonday. 10(9) und
C.P. Lueg. Sie haben Schon wieder Post. Proc. Wirtschaftsinformatik 2003.
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Grundlagen
P. Timmers. Business Models for Electronic Markets.
http://www.electronicmarkets.org/modules/pub/view.php/ele
ctronicmarkets-183
Ch. Steinfeld. Dispelling Common Misperceptions about the
Effect of Electronic Commerce on Market Structure.
http://www.msu.edu/user/steinfie/SteinfieldHK.html
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Definition: Business Model
A business model is defined to be
c an architecture for the product, services and
information flows, including a description of the
various business actors and their roles and
d a description of the potential benefits for the
various business actors and their roles; and
e a description of the sources of revenues.
[Source: Timmers]
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Business Model Definition
by Stähler
A business model comprises of a description what value a customer or a partner like
a supplier receives from the business. It is the value proposition. It answers the
question: What value does the business create for its stakeholders?
The link between the firm and the customer is the product. A business model
contains also a description of the product or services the firm is providing the
market. It answers the question: What does the firm sell?
The business model contains also the description of the architecture of value
creation. The value architecture delineates the value chain, the economic agents
that participate in the value creation and their roles. The value architecture answers
the question: How is the value in what configuration being created?
After the What and How the business model describes the basis and the sources of
income for the firm. The value and the sustainability of the business is being
determined by its revenue model. It answers the question: With what do we earn
money?
Source: Stähler
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Business Model Components
Components of Components of
business model business model
(Stähler)
(Afuah/Tucci)
Benchmark Questions
Value Proposition
Customer Value
• Is customer value distinct from that of competitors? If not, is the firm´s level of
value higher than that of competitors?
• Is the firm´s rate of increase in customer value high relative to that of
competitors?
Sustainability
Has the firm been able to maintain or extend its lead in its industry?
Scope
• Is the growth rate of market segments high?
• Is the firm´s market share in each segment high relative to that of competitors´?
• Is potential erosion of products high? If so, in what segments?
Connected activities
What is the extend to which activities:
• Are consistent with customer value and scope?
• Reinforce each other?
• Take advantage of industry success drivers?
• Are consistent with the firm´s distinctive capabilities?
• Make the industry more attractive for the firm?
Architecture
(internal /
external)
Implementation
Is the quality of the team high?
Capabilities
To what extend are the firm´s capabilities:
• Distinctive?
• Inimitable?
• Extendable to other product markets?
Price
• Is the quality-adjusted price low?
Revenue Source
• Are margins and market share in each revenue source high?
• Are margins and market share in each revenue source increasing?
• Is the firm´s value in each source of revenue distinctive? If not, is the level of
Revenue model
value higher than that of the competitors?
Schwerpunkte
Geschäftsmodellinnovation:
− In welchen Punkten sind die betrachteten Geschäftsmodelle
innovativ? Im Vergleich zu konventionellen Geschäftsmodellen,
Konkurrenten, verwandten Geschäftsmodellen?
Beziehungen zwischen Geschäftsmodellen: Beispiel Brick
and Mortar, Click and Mortar ….
Misperceptions – Effects on Electronic Market Structure
− Electronic markets will eliminate intermediaries
− Electronic commerce creates frictionless markets
− Geographical location and distance are irrelevant in electronic
markets (death of distance)
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Terminvorschläge

Dienstag 25. Oktober ab 16:00
Mittwoch 26. Oktober ab 17:00
Dienstag 8. November ab 16:00
Mittwoch 9. November ab 17:00
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