Boris Fritscher

Supporting business model modelling: a compromise between creativity and constraints

Diagrams and tools help to support task modelling in engineering and process management. Unfortunately they are unfit to help in a business context at a strategic level, because of the flexibility needed for creative thinking and user friendly interactions. We propose a tool which bridges the gap between freedom of actions, encouraging creativity, and constraints, allowing validation and advanced features.

Business IT Alignment from Business Model to Enterprise Architecture

In this paper, we show how business model modelling can be connected to IT infrastructure, drawing parallels from enterprise architecture models such as ArchiMate. We then show how the proposed visualization based on enterprise architecture, with a strong focus on business model strategy, can help IT alignment, at both the business model and the IT infrastructure level.

Privacy-friendly business models for location-based mobile

This paper presents a theoretical model to analyze the privacy issues involved in business models for location-based mobile services. We report the results of an exploratory field experiment in Switzerland that assessed the factors driving the net payoff to users of mobile businesses. We found that (1) the personal data disclosed by users has a negative effect on user payoff; (2) the amount of personalization available has a direct and positive effect, as well as a moderating effect, on user payoff; and (3) the amount of control over a users personal data has a direct and positive effect, as well as a moderating effect, on user payoff. The results suggest that privacy protection could be the main value proposition in the B2C mobile market. From our theoretical model, we derive a set of guidelines to design a privacy-friendly business model pattern for thirdparty services. We discuss four examples to show how the mobile platform can play a key role in the implementation of these new business models.

Computer Aided Business Model Design: Analysis of Key Features Adopted by Users

Business model innovation comprises many theoretical models, frameworks and methodologies; however, there is still little in the way of digital support for them using Computer Aided Design software. In this paper, we present an analysis of real-world usage data from the first generation of such tools that were designed to support the business model canvas. We first present how two artifacts implement features such as colors for grouping, custom attributes and positioning of elements. An examination of how digital support brings about new opportunities in business modeling allows us to compare this with a paper-based version. We then analyze how variations of these features have been used in the real world. Finally, we examine the implications of our observations for the next generation of tools and the advancement of research for dedicated Computer Aided Design tools to support strategic objects such as business models.

A Visual Approach to Business IT Alignment between Business Model and Enterprise Architecture

In this paper, the authors put forward an intermediary model that can support the transition between a business model and an IT infrastructure, then provide an example of how the approach can be used. The model is based on a combination of existing models: enterprise architecture and the Business Model Canvas. The authors show how the proposed intermediary model, which has a strong focus on a business model strategy, can help IT alignment. The intermediary model can help alignment from either a business model focus or an IT infrastructure focus because of the correspondence between the two paradigms. The focus on visualization within the intermediary model aids in quickly illustrating the common ground held by the parties involved in the alignment.

Business model considerations for privacy protection in a mobile location based context

In this paper we discuss the main privacy issues around mobile business models and we envision new solutions having privacy protection as a main value proposition. We construct a framework to help analyze the situation and assume that a third party is necessary to warrant transactions between mobile users and m-commerce providers. We then use the business model canvas to describe a generic business model pattern for privacy third party services. This pattern is then illustrated in two different variations of a privacy business model, which we call privacy broker and privacy management software. We conclude by giving examples for each business model and by suggesting further directions of investigation.

Business Model Design An Evaluation of Paper-based and Computer-Aided Canvases

In recent years, Business Model Canvas design has evolved from being a paper-based activity to one that involves the use of dedicated computer-aided business model design tools. We propose a set of guidelines to help design more coherent business models. When combined with functionalities offered by CAD tools, they show great potential to improve business model design as an ongoing activity. However, in order to create complex solutions, it is necessary to compare basic business model design tasks, using a CAD system over its paper-based counterpart. To this end, we carried out an experiment to measure user perceptions of both solutions. Performance was evaluated by applying our guidelines to both solutions and then carrying out a comparison of business model designs. Although CAD did not outperform paper-based design, the results are very encouraging for the future of computer-aided business model design.

Analysis of Serious Games Implementation for Project Management Courses

Previous researches in pedagogy and project management have already underlined the positive contribution of serious games on project management courses. However, the empirical outcome of their studies has not been translated yet into functional and technical specifications for “serious games” designers. Our study aims at obtaining a set of technical and functional design guidelines for serious game scenario editors to be used in large classes of project management students. We have conceived a framework to assess the influence of different serious games components over student’s perceived acquired competency. Such frameworks will allow us to develop a software module for reflective learning, which is meant to extend theory of serious games design.

DinerRouge: Bringing Wealth and Income Inequality to the Table through a Provocative UX

Income and wealth inequality is one of the important social issues of the last decade. Nevertheless, it is rarely discussed through the lense of Human Computer Interaction. In this paper, we aim at investigating how a provocative user experience can contribute to engaging users when it comes to issues about wealth and income inequality. More precisely, we present the design of DinerRouge, a novel mobile application that can spark income inequality discussion by providing a provoking way to split the bill in restaurants based on income. We conducted a preliminary evaluation of DinerRouge with 78 participants which convey the fact that DinerRouge is usable, provocative and informative. Finally, we present open research question to guide future investigations.

Classifying Business Model Canvas Usage from Novice to Master: A Dynamic Perspective

When designing and assessing a business model, a more visual and practical ontology and framework is necessary. We draw lessons from usage by practitioners around the world of the Business Model Canvas (BMC) method to define three maturity level. We propose new concepts to help design the dynamic aspect of a business model. On the first level, the BMC supports novice users as they elicit their models; it also helps novices to build coherent models. On the second level, the BMC allows expert users to evaluate the interaction of business model elements by outlining the key threads in the business models story. On the third level, master users are empowered to create multiple versions of their business models, allowing them to evaluate alternatives and retain the history of the business models evolution. These new concepts for the BMC which can be supported by Computer-Aided Design tools provide a clearer picture of the business model as a strategic planning tool and are the basis for further research.