Assessment Framework for Business Model Ontologies
to Ensure the Viability of Business Models
22-4-2014 2
Overview
•
Introduction
•
Case study
•
Assessing business model ontologies
•
Result/Conclusion
Introduction
•
PhD research within FlexiGrid Project
–
FlexiGrid is part of the EDGaR program
–
Focusses on embedding decentralized energy
supply in an combined energy infrastructure for
electricity, gas, and heat
07/01/2021 4
Introduction – Goal
Which business model ontology is best suited for the design and evaluation of viable energy
business models?
Introduction
What is a business model ontology?
Business model ontology (Gordijn, Osterwalder, & Pigneur, 2005).
-
Theory of what exists when referred to a business model
-
Helps to conceptualise and represent business models
07/01/2021 6
Language
Language
Business models
Business models
Express
Introduction
What is a business model ontology?
(Osterwalder & Pigneur 2010, p. 44)
Introduction
07/01/2021 8
A business model describes how business is carried out
–
Value is created and exchanged among
stakeholders
–
How value creation activities and value exchanges
are configured
Introduction
What is a business model?
•
A business models also needs to be technologically
viable (Kraussl 2011)
•
A business model is viable when all the stakeholders
participating in the business model are able to
capture value such that they are committed to the
business model (Chesbrough, Vanhaverbeke, &
West, 2006).
Introduction
07/01/2021 Which business model ontology is best suited for modelling decentralised energy business ecosystem 10
Value
Value
Exchange value
(economic value)
Exchange value
(economic value)
Use value (e.g. CO2
reduction)
Use value (e.g. CO2
reduction)
Introduction
I
n
v
e
I
n
v
Case study
Company A
Company A
Invest
Sell power
Supply energy
H
e
lp
fo
rm
S
et
u
p
&
o
pe
ra
te
Interested in solar
farms
Customer
Co- operative
Solar farm
Energy
retailer
Energy
retailer
07/01/2021 12Case study
The solar farm case
Assessment framework
Assessment framework
e3-value
e3-value
VNA
Value network analysis
VNA
Value network analysis
BMC
Business model
canvas
BMC
Business model
canvas
VSM
Value stream
mapping
VSM
Value stream
mapping
REA
Resource event
agent
REA
Resource event
agent
EBMS
e-business modelling
schematics
EBMS
e-business modelling
schematics
07/01/2021 14
1. Model value creation by each stakeholder
2. Value creation activities
3. Resources
4. Model value captured by each stakeholder
5. Model captured value in terms of use value
6. Model captured value in terms of exchange value
7. Use value at organisational level
8. Exchange value at organisational level
9. Use value at business network level
10. Exchange value at business network level
11. Represent the business architecture
12. Ability to manipulate business models
13. Model underlying ICT services
14. Model multiple commodities
15. Model multiple stakeholders/roles
16. Ability to design business models at organisational level
17. Ability to design business models at business network level
18. Evaluate use value captured by the stakeholders
19. Evaluate exchange value captured by the stakeholders
20. Visualise the ICT services
21. Embodies business rules
22. Model BMOs at low level of granularity
Assessing business model ontologies
List of criteria
Assessment framework
Assessment framework
Use CMAF to
structure literature
review from the
viability perspective
List of criteria (24)
Multi-criteria
decision analysis
conditions (8)
Final list of criteria
(22)
Assess six business model ontologies
Assess six business model ontologies
applied
Assessing business model ontologies
Methodology
Result: rating of the ontologies
•
e3-Value (17/22)
•
VSM (12/22)
•
REA (12/22)
•
BMC (10/22)
•
VNA (7/22)
•
EBMS (7/22)
07/01/2021
