Relevant bibliographies by topics / Digital Business Model (DBM)

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
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Academic literature on the topic 'Digital Business Model (DBM)'

Author: Grafiati
Published: 18 June 2021
Last updated: 2 February 2022

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Journal articles on the topic "Digital Business Model (DBM)"

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Murao, Osamu, Takuma Usuda, Hideomi Gokon, et al. "Understanding Regional Building Characteristics in Yangon Based on Digital Building Model." Journal of Disaster Research 13, no. 1 (2018): 125–37. http://dx.doi.org/10.20965/jdr.2018.p0125.

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It is indispensable for a government to assess urban vulnerability to natural disasters such as earthquakes or flood in order to take appropriate disaster measures. However, it is sometimes difficult to obtain necessary dataset for cities or regions, especially for developing countries. The authors have been involved in a SATREPS project named “Development of a Comprehensive Disaster Resilience System and Collaboration Platform in Myanmar,” which aims to make urban vulnerability maps for Yangon City based on several datasets including building inventory of each ward. However, Yangon City has not catalogued enough data for the assessment so far. In this context, in order to understand and to arrange regional building characteristics of the city, this paper explores the possibility of using digital building model (DBM) data obtained from remote sensing imageries for the urban vulnerability assessment. Firstly, a field survey was conducted in Sanchaung Township, and building characteristics such as structural types and the number of stories were analyzed. Therefore, DBM data was prepared for the following comparative analysis. Thirdly, additional field surveys were conducted in Latha and Pabedan Townships, located in the central business districts in the city. Finally, DBM data and the actual building data obtained by the surveys were compared to examine the applicability of DBM for building collapse risk assessment. As a result, it was found that DBM data of 3 m- 7 m represent low-rise buildings, and DBM data of more than 18 m reflect high-rise buildings.
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Wolf, Victor, Jutta Stumpf-Wollersheim, and Mathis Poprawa. "Digitale Transformation in kleinen und mittelständischen Unternehmen." Der Betriebswirt: Volume 61, Issue 1 61, no. 1 (2020): 43–53. http://dx.doi.org/10.3790/dbw.61.1.43.

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Abstract Small and medium-sized enterprises (SME) face the challenge of making the best use of digital transformation, but they usually do not have the knowledge required to implement such transformations. Against this background, we suggest a process model that helps SME to identify the steps required to digitally transform their business model. We base the model on common approaches, which we adapted and extended for SME. Zusammenfassung Klein- und mittelständische Unternehmen (KMU) müssen ihre digitale Transformation gestalten, verfügen aber meist nicht über das notwendige Wissen darüber. Ein Vorgehensmodell wird vorgeschlagen, das die zur digitalen Transformation des Geschäftsmodells erforderlichen Phasen aufzeigt. Das Modell basiert auf allgemeinen Vorgehensweisen, die entsprechend für KMU angepasst und erweitert wurden.
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Yang, Shuyu. "Weather Technology is the Most Important Factor in the Successful Management of Digital Assets in the Broadcast Media." Journal of Finance Research 2, no. 1 (2018): 9. http://dx.doi.org/10.26549/jfr.v2i1.705.

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With the expansion of business needs, Digital Asset Management (DAM) is increasingly developing. In the early days of DAM, it was an independent application module established by various departments according to their own needs. With the emergence of new media, broadcast media has broken through the traditional model, showing new trends such as digitization, service modernization and platform diversification. In the context of media convergence, a large number of digital assets are created every single day (Prihandoko & Antonius, 2015). Therefore, the need for effective DAM becomes increasingly evident in a range of domains, such as broadcast media. Most broadcast stations have experienced decades of development and they have accumulated a large amount of audio and video information, specifically, many of them are valuable historical assets. The effective preservation, management, and use of this information require DAM.
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Ouyeder, Ouelid, Julia Hitzbleck, and Henning Trill. "Neue Geschäftsmodelle in der Life Science Industrie durch einen ganzheitlichen Innovationsprozess." Der Betriebswirt 62, no. 1 (2021): 17–29. http://dx.doi.org/10.3790/dbw.62.1.17.

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Abstract The aim of this paper is to introduce an end-to-end development process for non-biomedical innovation and new business models of a Life Science company that integrates different methods such as Design Thinking, Lean Startup, Agility and others within one framework. Since 2016 this innovation process is an essential part of the internal Employee Innovation program and proves its applicability in a real-life setting. Projects teams develop and implement their new digital business models successfully by taking the introduced innovation process as guideline. This process enables the Life Science organization to run two global entrepreneurship programs (Catalyst Fund and Catalyst Box) that foster customer focus with fast and evidence-based experimentation. The article encompasses a real-life case study out of the Catalyst Fund program about the Farm Advisory Team from India. By using this example each phase of the innovation process is described schematically. Idea generation is easy-to-apply, but the implementation of ideas is one of the biggest challenges in larger corporations. The proposed end-to-end innovation process connects the dots of different innovation methods and provides guidance to company decision makers and project teams in order to structure their business model innovation activities/strategy and discussions. Zusammenfassung Das Ziel dieses Beitrags ist es, einen durchgängigen Innovationsprozess für nicht-biomedizinische Lösungen und Geschäftsmodelle eines Life-Science-Unternehmens vorzustellen, der verschiedene Methoden wie Design Thinking, Lean Startup, Agilität und andere innerhalb eines Gestaltungsrahmens integriert. Seit 2016 ist der Innovationsprozess ist ein wesentlicher Bestandteil des internen Employee Innovation Programms und beweist seine Anwendbarkeit in einem realen Umfeld. Projektteams entwickeln und implementieren ihre neuen digitalen Geschäftsmodelle erfolgreich, indem sie den vorgestellten Innovationsprozess als Leitfaden nutzen. Dieser Prozess ermöglicht es dem Life-Science-Unternehmen, zwei globale Entrepreneurship-Programme (Catalyst Fund und Catalyst Box) durchzuführen, die den Kundenfokus mit schnellen und evidenzbasierten Experimenten fördern. Der Artikel umfasst eine reale Fallstudie aus dem Catalyst Fund Programm über das Farm Advisory Team aus Indien. Anhand dieses Beispiels wird jede Phase des Innovationsprozesses schematisch beschrieben. Die Ideengenerierung ist leicht anwendbar, aber die Umsetzung von Ideen ist eine der größten Herausforderungen in größeren Unternehmen. Der vorgeschlagene End-to-End-Innovationsprozess integriert die verschiedenen Innovationsmethoden und bietet Entscheidungsträgern und Projektteams in Unternehmen eine Anleitung, um ihre Aktivitäten bzw. Strategie und Diskussionen zur Geschäftsmodellinnovation zu strukturieren.
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Nasution, Rahmat Wahyudi, and Taufik Djatna. "Production System Design bio-oil of Microalgae with POME as Raw Material For Media Cultivation." SEAS (Sustainable Environment Agricultural Science) 2, no. 1 (2018): 61. http://dx.doi.org/10.22225/seas.2.1.540.61-66.

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Palm Oil Mill Effluent (POME) produced by the Palm Oil Mill as a waste is now being used as a medium for cultivating microalgae for bio-oil raw materials. However, the bio-oil production process from POME raw materials is still limited to lab scale. Therefore, in this project, the analysis of bio-oil production system from microalgae for the development of existing production system. In this paper, the optimization model of bio-oil production from microalgae biomass is simulated into Digital Business Ecosystem (DBE) concept then analyzed to related stakeholders in system and interaction of each process or between fellow stakeholders. And the results are defined in the form of Information Communication and Technology (ICT). The method used for this DBE concept is Unified Modeling Language (UML) which is use case diagram and Business Process Model and Notations (BPMN) diagram. And to predict an increase in yield by using ARM (Association Rule Mining). The results of this study are shown in the use case diagram and BPMN consisting of five communities, namely raw materials community, cultivation community, harvesting community, extraction community and quality control (QC). The process of production and storage of the resulting data is illustrated in the BPMN diagram. In this paper the association rule is used to explore the relationship pattern between Cell Density attributes, Lipid Content and Light Intensity. The integration of association rule with a priori paradigm has succeeded in finding 34 rules with 11 valid rules top rank which have lift > 1 of relation between attributes
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Becker, Wolfgang, Christoph Feichtinger, and Beate Adamowski. "Agiles Management in digitalen Geschäftsmodellen – ein empirischer Vergleich." Der Betriebswirt: Volume 60, Issue 4 60, no. 4 (2019): 33–37. http://dx.doi.org/10.3790/dbw.60.4.33.

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Agile management is currently being discussed extensively both in business and in science. Companies have been subject to ever increasing competitive pressure for several years. Here the agile management should help. In the following, the topic "Agile Management in Digital Business Models" will be considered in particular.
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Bakar Sambah, Abu, and Fusanori Miura. "Remote sensing and spatial multi-criteria analysis for tsunami vulnerability assessment." Disaster Prevention and Management 23, no. 3 (2014): 271–95. http://dx.doi.org/10.1108/dpm-05-2013-0082.

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Purpose – The purpose of this paper is to assess the vulnerability of the Kesennuma area in Japan to a tsunami disaster and to map the area of inundation. Design/methodology/approach – Digital elevation model (DEM) data and ALOS image were used to create maps of the parameters of this study area: elevation, slope, coastal proximity, river, and land use. An analytical hierarchy process was used to assign weights to each parameter and a spatial multi-criteria analysis was applied through cell-based modelling for vulnerability mapping. Findings – The vulnerability map shows that 17.679 km2 of the area could be inundated by a tsunami. High vulnerability areas were mostly found in coastal areas with a sloping coast and a cape area. A low elevation and the presence of rivers or water channels are factors that increase the impact of tsunamis. Inundation areas were predicted to spread in areas identified as having either high vulnerability or slightly high vulnerability. Research limitations/implications – Because of the limited geospatial data, the authors encourage further studies using DEM data with a high spatial resolution. Practical implications – The results of this research can be used as basic information for disaster mitigation and urban planning in coastal areas. Originality/value – This research creates a new approach for assessing which areas could be inundated by tsunamis, based on the vulnerability map generated through remote sensing and spatial multi-criteria analysis. Moreover, the parameters used are very close to those of actual inundation maps.
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Weill, Peter, and Stephanie Woerner. "Optimizing your digital business model." IEEE Engineering Management Review 43, no. 1 (2015): 123–31. http://dx.doi.org/10.1109/emr.2015.7059380.

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Varga, Matej, Marijan Grgić, Olga Bjelotomić Oršulić, and Tomislav Bašić. "Influence of digital elevation model resolution on gravimetric terrain correction over a study-area of Croatia." Geofizika 36, no. 1 (2019): 17–32. http://dx.doi.org/10.15233/gfz.2019.36.1.

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High-resolution digital elevation models (DEMs) have become available in the last decade. They are used in geodesy and geophysics as the main data for modeling of topographic mass effects included in gravimetric and gradiometric measurements. In modeling process, gravimeric terrain correction is the central quantity which accounts for the variations of topographic masses around measured stations. This study deals with one segment of terrain correction computation: the impact of the resolution of digital elevation models. Computations are performed on study area of Republic of Croatia. Newly created DEM/DBM for the study area is created from global digital surface model ASTER for continental area, and digital bathymetric model GEBCO for the sea area. DEMs with lower resolution were created by resampling of the created ASTER/GEBCO DEM/DBM in 1″ resolution. Terrain correction map is computed and published for the first time for the Republic of Croatia. The differences between terrain correction solutions obtained by using lower resolution DEMs compared to the solution obtained by using DEM with 1″ are indicating average influence of DEM resolution on terrain correction from 0,5·10–5 to 3·10–5 ms–2, for DEMs with lower resolution than 5″. The results also reveal that rugged and mountainous areas are particularly problematic in such computations.
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Vrdoljak, Ljerka, Mate Režić, and Ivan Petričević. "BATHYMETRIC AND GEOLOGICAL PROPERTIES OF THE ADRIATIC SEA." Rudarsko-geološko-naftni zbornik 36, no. 2 (2021): 93–107. http://dx.doi.org/10.17794/rgn.2021.2.9.

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Advance in the visualization of the bathymetric and geological data from charted to digital maps and models opened the possibility to analyse data within Geographic Information System (GIS) functionalities. In this paper, bathymetric and geological properties of the Adriatic Sea were analysed using the General Bathymetric Chart of the Ocean (GEBCO) 2020 digital bathymetric model (DBM) and data from the European Marine Observation and Data Network (EMODnet). The bathymetric analysis includes depth statistics, area and volume calculation, hypsometry, and analysis of the heterogeneity of bathymetric data from the GEBCO 2020 DBM within the limits of the Adriatic defined by the International Hydrographic Organization (IHO) and 3 sub-basins delineated according to the bathymetry. The geological analysis includes seabed substrate map from EMODnet data and kilometre-scale seabed variability in the Adriatic. The GEBCO 2020 DBM shows that the Adriatic Sea is a shallow sea with a mean depth of -253 metres and over 50% of area shallower than 100 metres. The area of the Adriatic Sea is 138 516 km2 with a total volume of 35 521 km3. Patterns describing morphological variability coincide with the heterogeneity of the underlying source data of the GEBCO 2020 digital bathymetry model and major structures in the Adriatic Sea.
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Dissertations / Theses on the topic "Digital Business Model (DBM)"

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Gudmundsson, Sofia, and Anaïs Lachini. "Designing Business Models of Tomorrow : Exploring the Expansion of Cleantech-as-a-Service through an Agile approach." Thesis, Linnéuniversitetet, Institutionen för marknadsföring (MF), 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-104645.

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Background: Three mega trends are profoundly changing today’s market dynamics; climate change, digitalization, and globalization. The increasing interconnectivity and omnipresence of digital technologies are blurring the boundaries of the physical and virtual reality, implying a shift in how digital companies create value and internationalize. Also, new policies and higher customer demand in greener and smarter technologies have created new opportunities for value creation to develop cleaner technologies that foster the growth of clean-technology firms. To be competitive and persist in a sustainable and digital economy, firms must be able to cope with changing market conditions. Strategic agility can support to avoid rigidity and benefit from change, which is fostered by strong dynamic capabilities. Knowledge gaps: The study aims to address shortcomings of digital sustainability business models and specifically characterize the emerging sector of sustainable software companies offering Cleantech-as-a-Service applications. The international potential of these ventures recognizes the need to elaborate on internationalization drivers. The globally competitive environment enforces the need to be strategically agile, whereby applying agile principles to an international context can bring a comprehensive view of internationalizing digital sustainability ventures’ critical capabilities and business model characteristics. The study will also assert the role of collaborative ecosystems in an entrepreneurial internationalization. Purpose: This study will explore the emergence of Cleantech-as-a-Service and investigate how these digital entrepreneurs achieve strategic agility in global pivoting and competitive environments. Our exploratory research aims to apply agile principles to entrepreneurial internationalization strategies, where we through six in-depth interviews will discover the role of digital cleantech firms’ dynamic business models, capabilities, and ecosystems when entering a foreign market. Theoretical framework: The conceptual frame of references is based on two major sections where the first considers the context of digital and sustainable firms and exhibits the essences of digital and sustainable business model designs and how to sustain competitiveness through the interrelation of dynamic capabilities and strategic agility. In the second section the study brings forward theory supporting the exploration of an agile internationalization for digital firms, such as virtual markets and ecosystems. The key theoretical forthcomings are summarized into a conceptual framework that combines the role and interplay of entrepreneurs, business models, as well as networks and ecosystems on the basis of strategic agility and dynamic capabilities, that jointly foster an agile and virtual internationalization. Methodology: The interpretive research used an explorative and abductive approach to perform a qualitative multiple case design. The empirical study was based on six Cleantech-as-a-Service companies where in-depth semi-structured interviews were conducted with the informants of significant positions. The thematic and content data analysis supported the identification of common patterns and themes through coding which guided the subsequent analysis chapter. Findings: Our study revealed characteristics and success factors of Cleantech-as-a-Service ventures operating on global volatile markets, which adopt a leagile approach. The findings supported a definition of the concept but also identified the dynamic capabilities and flexible business models leveraged to sustain international competitive agility. The key agile capabilities relate to networking, experimenting, and learning whereas business model characteristics confer resiliency, interdependency, and efficiency.
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Fredericks, Jeanne. "Towards an understanding of the boundaries and characteristics of a Digital Business Strategy." Doctoral thesis, Faculty of Commerce, 2021. http://hdl.handle.net/11427/32673.

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The merging of business and information technology (IT) strategies, effectively becoming a Digital Business Strategy (DBS), is changing the way that organisations have to leverage resources to create differential value. Due to the DBS being such a novice idea, there is no clear understanding of what the DBS is, what its characteristics and boundaries are, how it impacts alignment between business and IT, and how it impacts organisational performance. Without this understanding, organisations leveraging a DBS run the risk of launching technological initiatives or making organisational changes that are disjointed from their strategic direction. These misaligned efforts may result in unrealised strategy and unsatisfactory organisational performance. The purpose of this study was to define the boundaries and characteristics of the DBS, provide a definition of a DBS and to establish if the DBS has a positive effect on organisational performance. To examine the DBS, it was observed in its natural habitat, through a single case study approach, focusing on an organisation that has been leveraging a DBS as part of their digital journey. The organisation is a South African based financial services provider and is a subsidiary of a larger financial services provider. In this study, the DBS was observed from an intellectual, operational, social and cultural alignment perspective, using a combination of the Strategic Alignment Model (SAM) and the Complex Adaptive System (CAS) frameworks. This study subscribed to a mixed-method approach which included both qualitative and quantitative research techniques. Staff providing input into this study included senior, middle, junior and non-management employees. The study was conducted over a period of thirteen months. The findings from both the qualitative and quantitative data suggest that to leverage a DBS the organisation must be concerned with more than just leveraging digital resources. For instance, organisations must focus on customer and staff empowerment, use customer and industry-related information to create opportunistic and competitive decision-making opportunities, and create a change-ready culture where bold experimentation and failing forward is embraced. Researchers and practitioners alike can use the findings of this case study as lessons on how to leverage organisational resources in the context of the DBS.
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Vosloo, Abri. "Digital business strategy : critical business model components for digital business success." Diss., University of Pretoria, 2015. http://hdl.handle.net/2263/52349.

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The current business landscape is vastly different from that of a decade ago, due to the continuous technological advancements influencing all aspects of business strategy. This digital evolution impacting organisations has increased the necessity for organisational leaders to incorporate new digital capabilities into their digital business strategies and the design of their digital business models. There is thus a need for organisations to design digital business models that enable them to not only remain competitive, but to also capitalise on the opportunities available to them in the new digital world. The findings of this research indicate that six business model components that were postulated to form part of a digital business model design are statistically significant in influencing the success of a digital business strategy. In addition, the results indicate the cumulative effect these business model components have in determining the success of the digital business strategy. Furthermore, the results enable the ranking of the various business model components regarding their importance in cumulatively influencing the success of the digital business strategy. Comparative and multivariate data analysis was conducted on 97 employees who operated on a strategic level within organisations, where a digital business strategy was present and/or where the organisation offered digital products and/or services to the market. As such, only middle to senior level employees who were involved with digital strategy development and execution formed part of the research.<br>Mini Dissertation (MBA)--University of Pretoria, 2015.<br>vn2016<br>Gordon Institute of Business Science (GIBS)<br>MBA<br>Unrestricted
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Bäckström, Alexander. "A new digital bathymetric model of Lake Vättern, Southern Sweden." Thesis, Stockholms universitet, Institutionen för geologiska vetenskaper, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:su:diva-157122.

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Hlaváček, Ondřej. "Business models of digital audio distribution." Master's thesis, Vysoká škola ekonomická v Praze, 2008. http://www.nusl.cz/ntk/nusl-7907.

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This thesis considers current status of recording industry divided into two parts -- music and audiobooks, either in the whole world and Czech Republic. Used technologies, payment systems and business models are examined alongside with fresh information from recording industry. The models part describes an ideal business model, which incorporates current trends and creates a vision of the business in the future. Applied part adjusts this model according to real world factors into a model usable in the Czech Republic. A final SWOT analysis describes all strengths, weaknesses, opportunities and threats of the given model.
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Bak, Brandon T. "Preventing Digital Piracy: A Change in the Business Model." Scholarship @ Claremont, 2012. http://scholarship.claremont.edu/cmc_theses/507.

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With the arrival of the digital age, faster internet speeds, and greater storage capacities in our computers, digital piracy is on the rise. Neither the illegality of piracy nor the unethical nature of doing so has stopped people from partaking in the act. Studies show that tens of billions of dollars of pirated goods are downloaded every year, yet our policies fail to solve the issue of digital copyright infringement. The biggest issues contributing to the problem are the lack of a policy that consumers take seriously in combination with some digital goods being too expensive in their current state of distribution. This thesis is aimed at taking a direct approach to reduce digital piracy from two different angles. The first angle deals with the incentive structure of society and the need for a government backed policy that has legitimacy in the view of United States citizens and the second angle is the creation of an alternative distribution model for digital software as a service based platform.
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Golshan, Behrooz. "Digital Capability and Business Model Reconfiguration : a co-evolutionary perspective." Licentiate thesis, Linnéuniversitetet, Institutionen för informatik (IK), 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-75177.

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While IT-enabled innovations continue to disrupt long-lasting industries, emerging concepts and theories seek to explain implications of digitalisation on its value, competition and organisation. Over the past two decades, the notions of digital capability and business model reconfiguration as antecedents of organisational performance have become increasingly influential in the Information Systems literature. Appreciation of the role of strategic agility, external resources and interorganisational collaborations on IT-enabled value propositions has shaped the core logic and fundamental assumptions of the two aforementioned concepts. Nevertheless, the relationship between digital capability and business model reconfiguration remains underinvested and largely elusive. In order to reconcile such fragmented literature, the aim of this study is to investigate the coevolutionary dynamics of digital capability and business model reconfigurations. Digital capability reflects on the organisational ability to identify IT-enabled opportunities and deploy IS/IT to mobilise resources and structures in order to exploit those opportunities. Business model reconfiguration encapsulates management agenda to elevate value propositions for customers, partners and other stakeholders in order to create and capture value. It entails altering organisational resources and processes to enable such value propositions. Empirical data that is used in this thesis is gathered from an insurance company and contains information about the internal and external contexts, decisions, actions and performance between 2008 and 2016. There are four major phases during this time period. As identified, during each, the company revised its strategic intentions, invested in new IS/IT and human resources and reconfigured its business model. Results of this study illustrate that organisational digital capability drives strategic intentions for co-exploration and co-exploitation of value with partners. Such emerging strategies shape the configuration of the firm’s business model, which in turn leads to investments for generating the required IS competencies. This process increases the organisational digital capability, which affects the future cycles. Development of each IS competency is a result of co- exploration strategies. It is likely that such IS competencies are leveraged for co-exploitation in the future phases. In addition, Business-to-Business (B2B) IS competencies are instrumental in operationalising business models: however, as the number of partners grow and configuration of business models change, dyadic connections are likely to be replaced by standard ones.          Strategies of co-exploration and co-exploitation could lead to innovative, adoptive or evolutionary business model reconfigurations. However, for incumbent organisations, business model innovation seems to follow several business model adaptations and evolutions. That is, a great deal of organisational learning and tinkering with business models, strategic intentions and technological backbone is needed to innovate business models. The final contribution of this research is the analytical model devised for exploring the essence of strategic decision making in dynamic environments. Based on the Appreciative Systems Model, the model illustrates how the perception of the constant flux of events and ideas leads to strategic intentions based on value and reality judgments, which in turn triggers action to operationalise those understandings. Both formulating the intentions and executing them will change future events, perceived ideas and emerging intentions based on evolving values and standards.
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Hellbe, Simon, and Peter Leung. "DIGITAL TRANSFORMATION : HOW APIS DRIVE BUSINESS MODEL CHANGE AND INNOVATION." Thesis, Linköpings universitet, Industriell ekonomi, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-119506.

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Over the years, information technology has created opportunities to improve and extend businesses and to start conducting business in new ways. With the evolution of IT, all businesses and industries are becoming increasingly digitized. This process, or coevolution, of IT and business coming together is called digital transformation. One of the recent trends in this digital transformation is the use of application programmable interfaces (APIs). APIs are standardized digital communication interfaces, used for communication and exchange of information between systems, services and devices (such as computers, smartphones and connected machines). API communication is one of the foundational building blocks in recent disruptive technology trends such as mobile and cloud computing. The purpose of this study is to gain an understanding of the business impact that is created in digital transformation related to the use of APIs. To investigate this novel area, an exploratory study is performed where a frame of reference with an exploratory framework is created based on established academic literature. The exploratory framework consists of three main parts which cover the research questions, including Business Drivers, Business Model Change &amp; Innovation and Challenges &amp; Limitations related to API-enabled digital transformation. The framework is used to gather empirical data consisting of two types, interviews (primary data) and contemporary reports (secondary data). Interviews are performed with API-utilizing companies, consulting firms and IT solution providers and contemporary reports are published by consulting and technology research and advisory firms. Two main business drivers are identified in the study. The first is Understanding &amp; Satisfying Customer Needs which is derived from companies experiencing stronger and changing demands for automated, personalized value-adding services. This requires higher degree of integration across channels and organizations. The second driver is Business Agility, which derives from higher requirements on adapting to changing environments while maintaining operational efficiency. Cost Reduction is also mentioned as a third and secondary driver, as a positive side-effect in combination with the other drivers. The identified impact on business models is that business model innovation is mostly happening in the front-end of business model towards customers. Several examples also exist of purely API-enabled businesses that sell services or manage information exchanges over APIs. The challenges and limitations identified are mostly classic challenges of using IT in businesses and not specific to use of APIs, where the general consensus is that IT and business need to become more integrated, and that strategy and governance for API-initiatives need to be established.
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Haxhani, Adelina, and Sara Khasrro. "Rapid Digital Transformations Of SMEs: A Conceptual Model." Thesis, Högskolan i Halmstad, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-44720.

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This study introduces the demand for rapid digital transformation in this changing digital era. While all companies face challenges when approaching digital transformations, SMEs are at a disadvantage in regard to their resource constraints. However, the existing academic field lacks in research about rapid digital transformation for SMEs. Therefore, this study aims to answer the research questions “How can SMEs rapidly digitally transform?” and “How is rapid defined in the context of digital transformation?”. The purpose is to understand the process of digital transformation to develop a conceptual framework on how SMEs can undergo a rapid digital transformation. We approached this with an abductive and qualitative method. Semi-structured interviews were performed with Swedish consultants, a CDO and a CEO of a SME. The gathered data was analyzed together with the frame of reference, which was structured into four categories. These are digital transformation, strategy, business model and digital culture. The findings of this study presented the definition for rapid in the context of digital transformation to be a timeframe up to twelve months. Moreover, we constructed a model that guides SMEs to achieve a rapid digital transformation. However, as the model was not tested in practice, we recommend future researchers to do so.
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Miasnikova, Daria. "Business Model Innovation: The Case of Fitness Industry." Thesis, Linnéuniversitetet, Institutionen för informatik (IK), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-98101.

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Abstract. Business model innovation and design is an important tool in successful implementation of an organizational strategy. The purpose of this study is to explore value creation throw business model innovation. In this case is proposed to consider the possibility of implementing so-called virtual classes or interactive training. The purpose of this master thesis is to gain a better understanding of how value creation can be achieved throw business model innovation, using digital solution.  More specifically, this research aims to increase the understanding of factors that affect customer value by examining customers’ needs.  And understanding of factors that transformer need take into account to organization's part on this way, reaching the win-win situation for all participants. And how these factors can become drivers of value creation. This study applies the Amit and Zott’s (2001,2012) theoretical lenses to propose a new business model. This thesis uses a case study approach, which is based on qualitative data gathered from 2 semi-structured interviews with management of the fitness club and a survey with 16 club members.  The gathered data were analysed through an abductive analysis approach and a thematic coding. The findings show that value creation achieves could be achieves throw satisfaction of customers’ needs and make conditions where company’s need will be also take into account. The first is that the customers want to have available, diverse and new training experience that can be achieved through a digital solution. The digital experience is their second wish.  The third relates to the fact that customers want to keep a relationship with that fitness club. The fitness club, in turn, having a client-oriented model, aims to satisfy these needs, keeping a financial balance, since this is a profitable organisation.  The proposed transformation of the business model foe fitness club will most likely attract more new members, and therefore will increase the financial flow by increasing the number of purchased subscriptions. Economic calculation to substantiate this statement is proposed as future research.
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Books on the topic "Digital Business Model (DBM)"

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Heller, Dan. A Digital Photographer's Guide to Model Releases. John Wiley & Sons, Ltd., 2008.

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Bagnoli, Carlo, Alessia Bravin, Maurizio Massaro, and Alessandra Vignotto. Business Model 4.0. Edizioni Ca' Foscari, 2018. http://dx.doi.org/10.30687/978-88-6969-286-4.

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The manufacturing digital transformation is changing the industry through the introduction of advanced solutions that allow companies to re-interpret their role along the value chain. The industrial revolution opens up great opportunities for Italian companies, in terms of process efficiency, cost reduction and improvement in productivity, but also in the rethinking of products, new services, and the ability of reaction to market needs. This report examines the possible impact of Industry 4.0 on business models considering technological innovation also as a driver of strategic innovation.
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Kreutzer, Ralf T., Tim Neugebauer, and Annette Pattloch. Digital Business Leadership: Digital Transformation, Business Model Innovation, Agile Organization, Change Management. Springer, 2018.

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Digital Business Leadership: Digital Transformation, Business Model Innovation, Agile Organization, Change Management. Springer, 2018.

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Willard, Aaron Claude. Digital Business Model: The Ultimate Marketing Guide. Independently Published, 2020.

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My Digital Footprint A Two Sided Digital Business Model Where Your Privacy Will Be Someone Elses Business. Futuretext, 2009.

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Stewart, Brian, Anshuman Khare, and Rod Schatz. Phantom Ex Machina: Digital Disruption’s Role in Business Model Transformation. Springer, 2016.

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Stewart, Brian, Anshuman Khare, and Rod Schatz. Phantom Ex Machina: Digital Disruption’s Role in Business Model Transformation. Springer, 2018.

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Schallmo, Daniel R. A., and Christopher A. Williams. Digital Transformation Now!: Guiding the Successful Digitalization of Your Business Model. Springer, 2018.

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Geschäftsmodelle in der digitalen Ökonomie: Merkmale, Strategien und Auswirkungen. JOSEF EUL VERLAG, 2002.

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Book chapters on the topic "Digital Business Model (DBM)"

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Hjalmarsson, Anders, Gustaf Juell-Skielse, and Paul Johannesson. "Design Business Model." In Open Digital Innovation. Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-56339-8_14.

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Radonjic-Simic, Mirjana, and Dennis Pfisterer. "A Decentralized Business Ecosystem Model for Complex Products." In Digital Business. Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-93940-7_2.

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Wirtz, Bernd W. "Digital Business Model Innovation." In Digital Business Models. Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-13005-3_10.

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Wirtz, Bernd W. "The Business Model Concept." In Digital Business Models. Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-13005-3_2.

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Lukas, Tobias. "Business Model Canvas – Geschäftsmodellentwicklung im digitalen Zeitalter." In Führungsinstrumente aus dem Silicon Valley. Springer Berlin Heidelberg, 2017. http://dx.doi.org/10.1007/978-3-662-54885-1_9.

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Zeitoun, Jean-David, and Anne Osdoit. "Business Model in Digital Medicine." In Digital Medicine. Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-98216-8_8.

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Fernandes, Roshan, and G. L. Rio D’Souza. "Lightweight Context-Based Web-Service Composition Model for Mobile Devices." In Digital Business. Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-93940-7_9.

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Jabłoński, Adam, and Marek Jabłoński. "Case study of a digital business model." In Digital Business Models. Routledge, 2020. http://dx.doi.org/10.4324/9780429322679-6.

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Jørsum, Morten. "New Digital Security Model." In ISSE 2011 Securing Electronic Business Processes. Vieweg+Teubner Verlag, 2012. http://dx.doi.org/10.1007/978-3-8348-8652-1_5.

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Simonsson, Johan, and Mats Magnusson. "Digital Business Model Innovation: Implications for Offering, Platform and Organization." In Digital Business Models. Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-96902-2_6.

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Conference papers on the topic "Digital Business Model (DBM)"

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Ahn, Jungsoo, and Sangjin Lee. "Model for Digital Business Forensics." In 2009 2nd International Conference on Computer Science and its Applications (CSA). IEEE, 2009. http://dx.doi.org/10.1109/csa.2009.5404231.

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Huda, Muhammad Miftah Nur, Endang Chumaidiyah, and Farda Hasun. "Design of Business Model on Digital Printing Startup Using Business Model Canvas Approach." In Proceedings of the 2018 International Conference on Industrial Enterprise and System Engineering (IcoIESE 2018). Atlantis Press, 2019. http://dx.doi.org/10.2991/icoiese-18.2019.55.

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Rambow-Hoeschele, Kira, Anna Nagl, David K. Harrison, et al. "Creation of a Digital Business Model Builder." In 2018 IEEE International Conference on Engineering, Technology and Innovation (ICE/ITMC). IEEE, 2018. http://dx.doi.org/10.1109/ice.2018.8436377.

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Feng, Yuhui, and Zhiwu Dou. "Digital Modeling of Enterprise e-Business Model." In 2010 International Conference on E-Business Intelligence (ICEBI-2010). Atlantis Press, 2010. http://dx.doi.org/10.2991/icebi.2010.55.

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Bon, Anna, Jaap Gordijn, and Cheah Wai Shiang. "Digital inclusion requires a business model too." In WebSci '20: 12th ACM Conference on Web Science. ACM, 2020. http://dx.doi.org/10.1145/3394332.3402832.

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Sathananthan, Suthamathy, Philip Hoetker, Dennis Gamrad, Daniel Katterbach, and Johanna Myrzik. "Realizing digital transformation through a digital business model design process." In 2017 Internet of Things - Business Models, Users, and Networks. IEEE, 2017. http://dx.doi.org/10.1109/ctte.2017.8260996.

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Perjons, Erik, Ilia Bider, and Paul Johannesson. "Artefact Centric Model for Digital Innovation." In 2019 IEEE 21st Conference on Business Informatics (CBI). IEEE, 2019. http://dx.doi.org/10.1109/cbi.2019.10094.

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Marinkovic, Sanja, and Gvozden Marinkovic. "Digital Business Model and Challenges for Travel Services." In 38. mednarodna konferenca o razvoju organizacijskih znanosti. Unviersity of Maribor Press, 2019. http://dx.doi.org/10.18690/978-961-286-250-3.47.

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Amelia, Tifa Noer, Armanu Thoyib, Gugus Irianto, and Ainur Rofiq. "Designing Business Incubator Model for Start-up Digital." In the 2018 9th International Conference. ACM Press, 2018. http://dx.doi.org/10.1145/3271972.3271979.

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Jung, Won-Gyo, Sang-Sung Park, Young-Geun Shin, Dong-Sik Jang, George Maroulis, and Theodore E. Simos. "Digital Coin Business Model Using the Coin ATM." In COMPUTATIONAL METHODS IN SCIENCE AND ENGINEERING: Advances in Computational Science: Lectures presented at the International Conference on Computational Methods in Sciences and Engineering 2008 (ICCMSE 2008). AIP, 2009. http://dx.doi.org/10.1063/1.3225257.

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Reports on the topic "Digital Business Model (DBM)"

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Maestro Espínola, L., JV García Santamaría, and MJ Pérez Serrano. The general-interest digital press as advertising platform: Changes in its business model. Revista Latina de Comunicación Social, 2016. http://dx.doi.org/10.4185/rlcs-2016-1134en.

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