Section 3: Business Model Mapping / ANALYSIS
Methods and analysis
- Components analysis
- Business model map
- Network value analysis
On the sample given by companies open to data sharing first I approached the component analysis after identifying them according to Osterwalder (2004) proposal adapted in combination with the three themes that help classify constituents of the business model according to Klang et at (2014:467) and that are the following: (1) internal artefacts, which are primarily related to the internal sphere of the firm and do not directly influence its relationships with external stakeholders; (2) relational mechanisms, which influence the relationships between the firm and external stakeholders involved in its transactions; and (3) external stakeholders, which exist beyond the boundaries of the firm.
As a result, 9 relevant components has been identified and represented in a series of maps (average figure 27 and individuals figure 28) according to Osterwalder’s range of levels for business model complexity analysis (see appendix Survey Design)
- 1.Share capital - Initial Investment - (1) internal artifacts
- 2.The size of the customer base. (2) relational mechanisms
- 3.Customer Integration - Feedback - (2) relational mechanisms
- 4.Degree of networkedness - (3) external stakeholders
- 5.Distribution Channel/Channel Complexity -(2) relational mechanisms
- 6.Capabilities - (1) internal artefacts
- 7.Strategy - (2) relational mechanisms
- 8.Revenue Model - (2) relational mechanisms
- 9. Expenditure in network activities - (3) external stakeholders
Business represented by interview participants acknowledge participation in at least one of the following networks: C4DI, The Enterprise Center and FEO, which aligns with a combination of theories linking connectivity to value creation and business model strategy. Several authors had already suggested that “value structure serves as the facilitator between the nature of the underlying opportunity and the enactment of that opportunity via resource and transactive elements” (Georges and Bock, 2011:90). The present research acknowledges the relevance of network value and will interrogate connections between value dynamics and business networks.
