Björn Kijl

A comparison of inter-organizational business models of mobile app stores: there is more than open vs. closed

The purpose of this paper is to analyze the competition among mobile app stores for smart mobile media devices. Therefore, the business models of seven mobile app stores are analyzed with a special focus on Apple and Google. We use e3-value modelling - a formal business modelling technique - for analyzing the critical elements of these mobile ecosystems. The analysis of the app store ecosystems allows a differentiated view on the different strategies of the app store owners. Additionally, we look at the impact of network effects, economies of scale, platform differentiation, quality assurance, and transaction costs on the design of mobile application markets. This theoretical model allows a deeper discussion about the design choices and success factors in the different app store cases. Based on our analysis, we expect that the open versus closed models discussion becomes less relevant - so-called open platforms have closed aspects as well as the other way around - and that competitive differentiation and segmentation strategies will become increasingly critical in order to strengthen the competitive positioning of the different app store platforms.

Deployment of e-health services - a business model engineering strategy.

We designed a business model for deploying a myofeedback-based teletreatment service. An iterative and combined qualitative and quantitative action design approach was used for developing the business model and the related value network. Insights from surveys, desk research, expert interviews, workshops and quantitative modelling were combined to produce the first business model and then to refine it in three design cycles. The business model engineering strategy provided important insights which led to an improved, more viable and feasible business model and related value network design. Based on this experience, we conclude that the process of early stage business model engineering reduces risk and produces substantial savings in costs and resources related to service deployment.

Deploying a Telerehabilitation Service Innovation: An Early Stage Business Model Engineering Approach

The objective of this study was to design a viable business model for commercially deploying a telerehabilitation service innovation in the R&D deployment phase. In the paper the business model engineering approach used to conceptualize the deployment of this telerehabilitation service is described, analyzed and evaluated. An iterative, multi-method and combined qualitative and quantitative action design approach was used for developing the business model and related value network of the telerehabilitation service. Insights from surveys, desk research, expert interviews, workshops and quantitative modeling were combined to engineer the business model and consequently refine it in three design cycles.

Deploying e-health service innovations - an early stage business model engineering and regulatory validation approach

The objective of this study was to design a viable business model for commercially deploying an e-health service innovation - i.e. a so-called myofeedback-based teletreatment service - in the R&D deployment phase. In this paper, the business model and regulatory validation strategy used to conceptualise the deployment of this e-health service innovation is described, analysed and evaluated. Insights from surveys, desk research, expert interviews, workshops and quantitative modelling were combined to engineer the business model and consequently refine it in four design cycles. The business model engineering strategy led to critical deployment insights that would otherwise be unknown or learned at a much later phase of the development process. Based on this result, it is concluded that our approach may lead to substantial risk reduction as well as substantial savings in costs and resources related to service innovation deployment.

Business Model Engineering for a Wireless Telerehabilitation Service

The research in this paper presents a business model engineering approach for the introduction of telemedicine services. We use cost benefit analysis to allocate activities onto a value network. Traditional approaches use cost benefit analysis to build the business case in a much later phase of development. In the paper the business model engineering approach used to conceptualize the deployment of this telerehabilitation service is described, analyzed and evaluated. We demonstrate that the business model engineering approach leads to critical deployment insights that would otherwise be unknown or learned at a much later phase of the development process.