Value creation from e-business models
Value Creation from E-Business Models provides a thorough analysis of what constitutes an e-business model. Unlike many e-business books available, this text draws together theoretical and empirical contributions from leading academic scholars in the field of management information systems. Divided...
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| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Amsterdam :
Elsevier Butterworth-Heinemann
2004.
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| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009633629106719 |
Tabla de Contenidos:
- Cover; Contents; List of Figures; List of Tables; Preface; Part One: e-Business Model Ontologies and Taxonomies; 1 Value-creation from e-Business models: issues and perspectives; 1.1 Organization of the book; References and Further Reading; 2 Business models and their relationship to strategy; Abstract; 2.1 Introduction; 2.2 Perspective 1: business models as abstractions of strategy; 2.2.1 The Harvard school's latest conceptualization of strategy; 2.2.2 Business models as abstractions of Porter's (1996, 2001) conceptualization of 'strategy'
- 2.3 Perspective 2: competitive focus versus firm specificity matrix2.3.1 Classifying 'Harvard school' conceptualizations of strategy; 2.3.2 Classifying conceptualizations of business models; 2.4 Conclusion; References and Further Reading; 3 A framework for codifying business models and process models in e-Business design; Abstract; 3.1 Introduction; 3.2 Strategy perspective; 3.2.1 Emergent strategy formulation; 3.2.2 Environmental models of competitive advantage; 3.2.3 Resource-based view; 3.3 Organizational, economic and technical factors; 3.3.1 Organizational arrangement and factors
- 3.3.2 Economic arrangement and factors3.3.3 Technology arrangement and factors; 3.4 Business models for e-Business; 3.4.1 Components of the business model for e-Business; 3.4.2 Description of the business models for e-Business; 3.4.3 Business model strategic conceptual framework; 3.5 A generic framework for e-Business fulfilment modelling; 3.6 A triple pair interpretation of Weill and Vitale's business models; 3.6.1 A triple pair representation of the direct-to-customer model; 3.6.2 A triple pair representation of the full-service-provider model; 3.7 Conclusion; References and Further Reading
- 4 An ontology for e-Business models4.1 Introduction; 4.2 Definitions and taxonomies; 4.3 e-Business model ontology; 4.3.1 Product innovation and value proposition; Mini case: easyMoney.com; 4.3.2 Customer relationship; Target customers; Distribution channels; Customer equity; Mini case: Customer relationships at Orange Switzerland; 4.3.3 Infrastructure management; Capabilities and resources; Activities; Mini case: Value configuration at ColorPlaza; Partnerships; 4.4 Conclusion; References and Further Reading; 5 e-Business value modelling using the e[sup(3)]-value ontology; Abstract
- 5.1 Introduction5.2 Why an e-Business model ontology?; 5.2.1 Reaching a better understanding; 5.2.2 Analysing an e-Business model; 5.3 The e[sup(3)]-value ontology; 5.3.1 The global actor viewpoint; Actor; Value object; Value port; Value offering; Value interface; Value exchange; Value transaction; Market segment; Summary; 5.3.2 The detailed actor viewpoint; Composite actor and elementary actor; Value exchange revisited; Summary; 5.3.3 The value activity viewpoint; Value activity; Value exchange revisited; Summary; 5.4 The e[sup(3)]-value ontology and operational scenarios; 5.4.1 UCMs
- 5.4.2 An ontology for UCMs
