which develops products as services that are economically strong, socially beneficial, and ecologically intelligent 10.
and the basic services 15 The sectorial services and solutions 16 The specific implementation in local nodes of innovation 17 4. MEASURES AND INSTRUMENTS FOR DIGITAL BUSINESS ECOSYSTEM IMPLEMENTATION...
and added value services aimed at creating innovation and synergies at local level among several local realities. the development of a policy of knowledge sharing for SMES, their organisations and local government 3 IST FP5
therefore uncertainty about the viability of the initial investment and the rising cost of maintenance services may reduce their willingness to undertake the necessary investments.
September 2002 Digital Business Ecosystems page 6 prepared to outsource ICT services and to acquire professional skills
As a result, the preponderance of SMES in Europe's economy is matched not by their use of digital systems. 7 in 2000 34%of large enterprises compared to 10%of SMES10 used e-business services (source Eurostat) FN,
The major obstacles could be overcome by having a software infrastructure with services at acceptable costs
develop value added products and services, and share knowledge and experiences When groups of organisations adopt networked methods of cooperative work,
and services, could jointly produce and offer new services and products. The boundaries among the organisations start to fade, forming networked organisation.
The Networked Organization is then a response to restructure and respond to the new digital market,
which envisages the dynamic aggregation of services and organizations, is required a further stage in ICT technology adoption which exploits the dynamic interaction (with cooperation and competition) of several players in order to produce systemic results in terms of innovation and economic development.
The ecosystems are, in fact, characterised by intelligent software components and services, knowledge transfer, interactive training frameworks and integration of business processes and egovernance models.
The latter step in the adoption of Internet-based technologies for business, where the business services and the software components are supported by a pervasive software environment,
and software components and services developed for that area of business will appear. These components are based on a set of specific requirements in sectorial,
which could be software components, applications, services, knowledge, business models, training modules, contractual frameworks, laws, These digital species,
i e. services not interesting for the market are less and less used, becoming less and less present in the ecosystems,
New more evolved innovative species (digital services, but also innovative business models, sectorial services.)continuously appear and decree the obsolescence of the other digital species. Gradually more complex species appears,
often originated by the composition of simpler digital species (components, basic services). As the natural ecosystems, the digital species should have enough individuals to survive
and the digital ecosystems should be populated by a sufficient number of species (a critical mass of species) for being appealing for the market
which includes basic services components, generic integrated solutions and infrastructure components. The sector-specific ecosystems:
services, solutions and components specialized for a specific sector (e g. agro-food, tourism, manufacturing) or transversal applications (e g. logistics) that use the services of the common support environment.
In the same way in a digital business ecosystem some services could be considered required component of basic infrastructure (e g. micropayment system, credit-card payment system,
fidelity card system) in others are included in the group sectorial or classification of basic services the three layers FN, September 2002 Digital Business Ecosystems page 14 even
in the local services. The following table presents the parallelism among natural ecosystem economic business ecosystem and digital business ecosystem, providing examples and showing the constitutive elements with examples.
, tiger Small organizations, universities, chambers o f commerce Basic e-services, Simple services Accounting sys, Payment sys, Groupware sys. Group
specific value chains Aggregated services CRM, ERP, user profiling Local ecosystem/s Savanna, j u n g l e/ecosystems of Amazonas Regional economy/multiregional economy L o c a l
d i g i t a l ecosystem/network of local digital ecosystems Digital environment+services for agrifood in 3 innovation nodes ecosystems Global natural environment
Services and technological solutions, sharing vision, decisions and solutions that are able to share the infrastructure, together with the choices and the solutions, reaching the critical mass and the needed economies of scale;
are implemented in the local areas where that business activity is performed offering the three facets FN, September 2002 Digital Business Ecosystems page 15 services, solution, knowledge, training, methods for the local
which includes components and basic services, knowledge sharing facilities and as well as models for business process integration are the ITC instruments for building a networks of local communities evolving into a European network of small businesses and organizations.
The common basic network infrastructure and the basic services The generic technological infrastructure represents the basic dynamic building block for the development of the distributed network of local ecosystems
network architectural modules which include the services which implements the standard protocols and the services
which allows the network communication, the interoperability and definition of common semantics, the dynamic webservices deployment, the seamless communication among the processes a set of basic e-services,
which could be used as basic component for developing solutions for different business sectors. The network infrastructure provides support in the definition
September 2002 Digital Business Ecosystems page 16 services/components/solutions of the ecosystem is a key functionality provided by the infrastructure.
in addition, the ontology mechanisms and distributed description services are considered as key components of the basic service network support infrastructure.
In addition to the basic services, a set of components and basic generic services not depending from a specific application sector could be provided by the basic infrastructure.
All the modules, components, services and basic methodologies composing the infrastructure are implemented on a set of nodes of the ecosystem, distributed in the regions of Europe (the ones
and the distributed, fault-tolerant architecture guarantees the dependability of the system/subsystems/services. The sectorial services and solutions Above the basic infrastructure layer there is the sector specific layer,
i e. the digital species tailored for specific sectors or transversal application. Sector-specific ecosystems will pop up
and software components and services developed for that area of business appear. These components are based on a set of specific requirements in sectorial,
which describe the semantics of data, services, processes for that business sector Sector-specific education and training modules Knowledge basis;
newsletters The services, following the digital ecosystem philosophy are subject to selection and basic components sectorial components FN, September 2002 Digital Business Ecosystems page 17 evolution.
Several versions of similar services coexist, with different level of functionality, licenses, and costs. They follow the same natural selection mechanism,
which includes all the generic and sector-specific components/services which they are authorized to discover based on needs and business agreements.
The technological infrastructure, the components, the services lives within a set of interconnected computer nodes based on the geographical areas
National and regional policies for a more sophisticated and widespread use of e-based services for reducing enterprises administrative overheads in accomplishing their administrative duties would create an incentive for many enterprises to faster adoption
(or the network of local communities) together with the distributed virtual communities, contributes to develop strategies, technological solutions, digital services, business models.
In a world of electronically available and purchasable services, virtually all barriers to becoming intermediaries disappear a process of natural selection will take place around profit to companies
which cooperate exchanging dynamically resources, applications, services and knowledge. It will constitute a global digital ecosystems environment able to continuously evolve aimed at fostering local economic growth through networked nodes of innovation.
Equal opportunities of access to the infrastructure, affordability for small organisations Selfsustainability Independence from a specific provider, technology, license Critical mass of services and of users Maximising the number of digital species
the highest interoperability and the possibility to reuse the preexisting information and services..Open source basic infrastructure To guarantee that the ecosystems attracts a critical mass of developers of services
and therefore of users, is critical to guarantee evolution and continuity of services in time within an open infrastructure.
The basic infrastructure represents the business tone which connects the applications and the services of the community,
it should provide the equal opportunities of business and visibility to all participants, and therefore its mechanisms should be transparent
These basic e-services provided by the ecosystem, could exist in different versions, with different level of complexity and sophistication, following different license models and costs.
September 2002 Digital Business Ecosystems page 21 These e-services will evolve as all the digital species of the ecosystem.
and discovery well supports the seamless integration of new components and services. For the services and components, specific training and knowledge sharing modules, knowledge basis, business modules, is fundamental for the evolution and selfsustainability of the ecosystem.
The user (or other digital species) could select the more adequate service or component (open source or proprietary), could substitute it as soon a more adequate one appears on the ecosystem,
provides the digital support for the economical development of small organisations fosters the private entrepreneurship on the sector of production of software components and services.
therefore aims to stimulate secure services, applications and content based on a widely available infrastructure29. Where necessary and without distorting competition,
coverage of the territory number of applications and services present diffusion and availability of the infrastructure.
and the competition, providing to the small providers equal opportunities to offer their services and products, stimulating the local technological knowledge and development.
September 2002 Digital Business Ecosystems page 23 and could compete in a global market offering innovative components or services,
opening up alternatives to generate services of greater total value and a higher quality level, to the benefit of all involved:
personnel training and competence-building, interaction with users, acquisition of patents and licenses, consultancy services, etc.
it soon realizes that a much broader range of services and support structures are required in order to market intellectual property
such as strong knowledge base, skilled labour services and proximity to sources of knowledge and expertise, are much more important than cost reductions, especially for high-tech firms.
and services or for-profit contract research organizations. See http://www. socialsciences. leiden. edu/cwts/research/uirc-scoreboard-2011. html 34 Technology
as well as providing an extensive range of online products and additional customer resources and services. Emerald is both COUNTER 4
Practical implications The study suggests a need to reevaluate the innovation-related services available to firms in the regional innovation system.
and providing different kinds of innovation-related services for firms. Especially the smaller firms whose internal resources and networking capabilities are limited may benefit from the services
and knowledge provided by the regional support organizations. However, in many small and remote regions the capabilities of regional authorities to offer sufficient and sophisticated innovation-related services may be limited.
Therefore, for the firms located in these regions, the different nationally initiated public support instruments may also be of importance.
and innovation support services in the region, which forces firms to rely on the generally available information sources (cf.
at least for the firms in this particular region, there is a relatively close fit between the services
a re-evaluation of the services offered by regional support organizations might be useful. Untangling the actual problems and needs of local firms would be a fruitful step to this direction. 5. 3 Limitations of the study
-methodology. html http://www. topuniversities. com/university rankings/world-university rankings http://www. socialsciences. leiden. edu/cwts/products-services/leiden-ranking-2010
peer learning, counselling services, etc. 8 Outputs are direct products of a process, outcomes relate to achievements due to the outputs. 9 http://www. oecd. org/document/22/0, 3343, en 2649 35961291 40624662 1 1 1 1,
support services/e-services. 20 Student satisfaction: Organization of program The satisfaction of students with the organization of a program,
Student services Quality of a range of student services including: general student information, accommodation services,,
financial services, career service, international office and student organizations/associations 27 Student Satisfaction: University webpage Quality of information for students on the website.
and services provided by the institution to enhance the learning experience (e g. laboratories, curriculum). Research 3. 3. 2selecting indicators for capturing the research performance of a higher education and research institution or a disciplinary unit (e g. department,
TTOS provide services in terms of assessing inventions, patenting, licensing IP, developing and funding spin-offs and other start-ups and approaching firms for contract based arrangements.
Based on approved instruments from other fields (e g. surveys on health services) we have used‘anchoring vignettes'to test sociocultural differences in assessing specific constellations of services/conditions in higher education with respect to teaching and learning.
www. socialsciences. leiden. edu/cwts/products-services/scoreboard. html 4) Regional joint research publications Frequency count of publications with at least one author address referring to the selected main organization
and use ordinal response categories to evaluate services and social situations in general (cf. King et al 2004, King and Wand 2006.
and the services delivered to participants in the ranking process. But user-friendliness also deals with the design of the web tool,
Products and services would be made available to users at market-based tariffs. The strategy, use of the instrument
Only services with sufficient demand are offered (market dependence), multidimensional approach and inclusiveness endangered. Independence from direct political influence.
data as well as analysis based on existing data sets as e g. bibliometric analysis) Data publication (including development and maintenance of an interactive web tool) Basic information services for users Internal
to present results Information services for users Staff Basic IT costs Number of countries and institutions covered Range of indicators and databases Scope of information services Internal organization
but there is a possibility of some cross-subsidization from selling more sophisticated products such as data support to institutional benchmarking processes, special information services for employers, etc.
Nuffic (2010) Mapping internationalization, http://www. nuffic. nl/international-organizations/services/quality-assurance-and-internationalization/mapping-internationalization-mint OECD (2003), Turning Science into Business:
We are longstanding proponents of a truly Single Market in products and services, for the benefit of consumers and long-term economic health.
and continue moving Europe out of crisis. There are still too many limitations on the free movement of goods and services throughout Europe.
covering almost all goods and services. Though not always visible to the general public, it plays a pivotal role as the interface between producers, importers,
However, the contribution by Europe's services sectors to the 2020 goals needs to be recognised adequately
All European services sectors combined hold a share of more than 70%of Europe's GDP.
Services in the EU stand for 150 million jobs, € 65 billion trade surplus and € 9 trillion GDP (source:
freeing up the trade in goods and services in both directions. Key measures to enhance predictability, legal certainty and transparency,
a Single Market in goods and services is not yet a full reality and governance is not sufficiently strong yet;
incrementally adapting their services and value propositions through a process of continual innovation. Examples include innovative technology systems, the development of successful private label brands, new processes and technologies related to more efficient supply chain management,
existing examples of good practice could inspire other services still lagging behind. Evidence-based impact assessments are greatly important to inform legislative decisions.
Strengthened enforcement of the Single Market principles and existing legislation, e g. the Services Directive, and no tolerance of gold-plating at national level.
and services, removing regulatory burden, easing customs procedures and providing enhanced legal certainty to economic operators.
Implementation of the Single Market (Services Directive, removing remaining barriers on goods, completing the Digital Single Market) Better cooperation among Member States (e g. like-minded initiative) Best practice in implementation (UK example);
trying to examine technological issues such as Big data, Cloud computing, Mobile services, etc.,from a managerial perspective, aiming to reach a wide spectrum of executives,
and Mobile Services for business; on the other hand, it discusses the drivers and challenges of Social Listening and IT Consumerization,
through Mobile Services as platforms for socializing and‘‘touch points''for customer experience, to emerging paradigms that actually are transforming marketing, governance,
crowdsourcing and people services. Moreover, this part of the volume will explore the identity challenges for businesses both as security and privacy issues;
44 3 Mobile Services...47 3. 1 Introduction...47 3. 2 Mobile Services Drivers and Challenges...
50 3. 3 Digital Management Solutions...56 3. 4 Case studies...60 xv 3. 5 Summary...
driver for innovation of products and services and the increasing availability of unstructured data (images, video, audio, etc.)
transforming them in strategic resources to define strategies for products and services that meet customers'needs, increasingly informed and demanding.
, customer experience management in mobile services, Big data refer to the information asset an organization is actually able to archive,
that will be considered further in the Chapters of this book dedicated to mobile services and social listening,
BIG DATA Applications Public sector Banks/Insurances Marketing/Services Utilities/Manufacturing Sentiment Analysis Opinion Mining Social media Analytics Recommender systems Riskanalysis Fraud detection
Table 1. 2 Data governance enablers and inhibitors Factors Enablers Inhibitors Organization Highly focused business strategy Complex mix of products and services IT/Strategy alignment
and services due to the growing relevance of social networks, mobile services, and technology/paradigms such as cloud computing (we provide further details on each of them in Chaps. 2, 3 and 4, respectively).
1. 1 Introduction 13 As a consequence, the competitive environment and the outer context both represent the main Big data sources,
COMPETITIVE ENVIRONMENT (Outer Context)( Services)( Data) DIGITAL ASSET Fig. 1. 5 A framework for managing digital asset 14 1 Big data Taking all the
Indeed, effective collection and use of data is strategic to Nokia for understanding and improvement of users'experiences with their phones and other location products/services.
terabyte-scale streams of unstructured data from phones in use, services, log files, and other sources.
Big data is strategic for a growing percentage of GE's business related to services, such as, e g.,
or pool of services over the network through virtualized IT servers such as data centers and specialized software applications 2. It is the latest development in the computing models that performs computing functions on multilevel virtualization and abstraction by integrating many IT resources.
and provides essential application infrastructure services such as computation, connectivity and emails access. The last layer is the Infrastructure as a service (Iaas), in
The second component which is SQL Azure provides data services in the cloud using SQL SERVER.
NET services facilitates the creation of distributed applications. The last example of cloud computing service provider is Google
reliable access to data using large clusters of Application Layer---Business Applications, Web Services Multimedia Platforms---Software Framework (Java, Python,.
and services globally in order to gain competitive advantage, to generate higher revenues and to achieve increased consumer satisfaction.
which can be achieved by better management of the cloud computing pooling services to several clients. 2. Faster development cycle,
sales and marketing staff will have the chance to participate more actively in creating new products and services.
when adopting cloud computing services. These risks are summarized as follows: 1. The customer service quality at the company might be affected with this change,
cloud mapping services. 30 2 Cloud computing B. Process and regulatory-related aspects, and includes the following points:
in order to check the correct transactions. 2. 2. 3 Managing Changes and Organizational Issues Outsourcing the cloud computing services can be considered as a very important step on the road of having agile and efficient business
One example is the resistance for change that may arise during the transformation to the cloud computing services 15.
in order to have smooth transition to cloud computing services. 2. 3 Deployment Models (Private, Public, Community and Hybrid) Cloud services can be deployed in different ways,
depending on the organizational structure and the provisioning location. Four deployment models are distinguished usually, namely public, private, community and hybrid cloud service usage 11.
or its services are consumed. As for infrastructure characteristics described in the columns of Table 2. 1
Whereas, untrusted consumers are those that may be authorized to consume some/all services but are not logical extensions of the organization.
however, security concerns may be considerably different for the cloud services such as applications, storage, and other resources that are made available by a service provider for public access
for instance, to combine community cloud services with public cloud services. Taking the above issues into account in
a strategic planning will be done for the services that will be affected with the cloud computing transformation. This includes critical decisions such as staffing, communication, organizational rules and risk assessment.
To design how the services will look like and behave and includes the activities and outputs shown in Table 2. 5. In this step,
what will be achieved by comparing the strategic requirements with the available services and providers Table 2. 3 Phase 1,
activities and outputs of the Identify step Activities Outputs Determine what services will be outsourced to the cloud,
and stakeholders A list of services to be outsourced to the cloud, with documented understanding on impacts to service, people, cost, infrastructure,
and making sure there is enough time to move cloud services in-house, or to an alternative cloud supplier.
The first case study is about a UK based SME firm that provides IT services and solutions for Oil and Gas industry with offices in UK and in the middle East area and it shows the implication of the cloud computing transformation on the IT department in the implementing organization.
Last, less human errors will result in a more stabilized status of system resources and IT services,
evolution of IT services. In: IEEE, pp 434 438 5. Zhang Q, Cheng L, Boutaba R (2010) Cloud computing:
2nd international conference on cloud computing and services science CLOSER 2012, pp 198 207 13. Bublitz E (2010) Catching the cloud:
ICCCNT12 26th 28th July 2012, Coimbatore, India References 45 Chapter 3 Mobile Services Abstract In this Chapter we discuss the main implications of mobility for digital business.
and the enablers that impose mobility as the characterizing feature of digital services, depending on and made possible by the convergence and the resulting dependencies between contents, devices, networks, and social activities.
and adopt a mobile technology as well as the related services and applications. Then the Chapter focuses on how IT managers and executives interested in digital innovation of services through mobile can face challenges related to the lifecycle of such initiatives:
from development and integration with enterprise information systems, to a secure supply to the final users, through a constant control and performance monitoring.
and orchestration of services for enhanced accessibility and dynamic offerings. Furthermore, it should be noted that Rai
Thus, considering services, it refers to the conversion into bits of analog functionalities (e g.,, from listening music on a vinyl to reproduce it on an mp3.
and here it is''36.48 3 Mobile Services consequence, digitalization requires the above mentioned digital enablers for service management capabilities have to be coupled with a key technology,
that are more than a simply conversion of functionalities of existing‘‘analog''services, but rather a radical transformation having impact on lifestyle, work,
and individuals to co-create services at local and global level, enforcing a wider participation 13.
and Integration (UDDI) for implementing registries of web services 6 Standards-based solutions for reuse, interoperability,
and composition of services 7 XML-based protocols for accessing services and exchange messages, such as, e g.,
-Standardized interfaces-Service invocation independent of technology-Decoupled and loosely coupled interactions-Synchronous interactions between providers and customers-Event messaging for services coordination Orchestration Business process modeling 10
Standard executable languages for specifying actions within business processes as web services, such as, e g.,, the Business Process Execution Language (BPEL) 10 Usage models based service invocation Analytics Mining of event-stream data Real-time execution of business rules Adapted from 4
and business value of mobile services and devices; for example, consider the growing importance of location-based application on mobile devices for marketing activities
The above discussion provides a preliminary interpretative framework to understand‘‘digital''services, and the mobility characterizing them,
In Sect. 3. 2 we are going to focus on mobile services and applications, eliciting their drivers, challenges,
and opportunities. 3. 2 Mobile Services Drivers and Challenges Mobility is currently one the main characteristics of today digital information infrastructures.
, smartphones and ipads or tablets, does not entail a consequent success of no matter services provided through them and accessible to a correspondent wide audience.
As a consequence, in this section we consider some of the main drivers and challenges related to mobile services.
or have been instantiated for the case of mobile services. Table 3. 2 Key technology service enablers (adapted from Schwarz et al. 14.
High density, low cost chips IBM, Intel, AMD chips 50 3 Mobile Services As pointed out by Bagozzi 20, TAM is characterized by a‘‘parsimony''in the number of basic
or great effort''18.3.2 Mobile Services Drivers and Challenges 51 concerned the following issues and new relationships (the latter represented by dotted arrows in Fig. 3. 1):
and costumers of digital services provided by‘‘new''mobile technologies and devices. As pointed out above
whereas the new challenges concern the outer context of a company. 6 Nevertheless, due the central role of behavioral intention also in the adoption and use of mobile services and technologies,
As for these issues, Fig. 3. 2 provides a representation of current efforts towards a framework for identifying mobile services behavioral intention and adoption drivers.
to mobile data services having an ubiquitous nature and an impact on individuals'lifestyle. In particular, they focus on devices designed to provide the users heterogeneous types of information, such as, e g.,
as we are going to see in Chap. 5 on the IT Consumerization phenomenon. 52 3 Mobile Services use and perceived usefulness), classified as‘‘general technology perceptions,
''Hong and Tam 23 consider the following four more clusters of determinants of mobile services behavioral intentions (see Fig. 3. 2, starting from the top left hand side):
Influence Psychographics Need for uniqueness Perceived enjoyment Demographics Gender Media Influence Fig. 3. 2 Mobile services behavioral intention drivers.
Adapted from 23 and 24 3. 2 Mobile Services Drivers and Challenges 53 perceived service availability as the extent to
, gender, which determines behavioral intentions towards the adoption of a mobile technology and related services.
perceived enjoyment as the extent to which the use of a mobile technology or the access to one or more mobile services is perceived to be enjoyable in its own right,
the need for uniqueness (close to image in TAM) as the individual's search in the mobile technology/services (as symbolic products) for an increased selfperceived social status and an enhanced self-concept.
Concerning social influence in mobile technology/services adoption, it is worth considering the contribution of studies such as, e g.,
and diffusion of innovations theory 26 for analyzing the role of social factors on the adoption of mobile advanced services. 7 In particular among other interesting results,
even if indirectly, the role of marketing as a key partner of IT in the design and development of digital innovation initiatives, in particular for mobile services and technologies.
while gender (see Fig. 3. 2) received a certain attention by scholars as a dimension influencing at a certain degree behavioral intention towards the adoption of mobile solutions and services,
however, that this dimension 7 The research and analyses were based on a sample of 542 Dutch consumers. 54 3 Mobile Services has received limited attention, in particular,
and services have to be related to other research streams investigating, e g.,, the difference of usage behavior between mobile phones and personal computers.
and challenges also related to the difference of mobile applications and services, compared with, e g.,, the desktop or personal computer ones, in the following Section we are going to discuss which digital management solutions can be considered
and adopted for an efficient and effective implementation of mobile technology enabled service initiatives. 3. 2 Mobile Services Drivers
several dimensions and perspectives impact on mobile services and technologies acceptance and adoption by users (internal as well external to an organization).
However, IT managers and executives interested in digital innovation of services through mobile have to face challenges related to the lifecycle of such initiatives from development and integration with enterprise information system, to a secure supply to the final users, through a constant
but focused on the challenges of guarantying the privacy of data and the trustworthiness of mobile applications and services interactions.
to support applications management on devices Development Integration Security Performance Fig. 3. 3 Digital management solutions 56 3 Mobile Services The native development
and other mobile workers) These stores are managed generally as a repository of enterprise applications 58 3 Mobile Services services has an impact as well on the efficiency and effectiveness of their management, use and updating.
ensuring the security of the data (see Fig. 3. 3) is by far one of the most critical issues in the field of development and management of mobile applications and services.
as a tentative conclusion and recommendation, we can say that regardless of the technology chosen for supporting the digital management of mobile application and services,
60 3 Mobile Services use the customers'own device's camera to take a picture of a vehicle,
Mobile services initiatives have to consider integration with existing back-end systems without the need to rewrite the application for multiple types of OS,
Mobile services initiatives applied to supply chain activities and sales provide increased productivity, improved data quality,
and concerns the convergence of mobile services and sensors devices. 9 Habasit AG, headquartered in Switzerland,
The last case study shows the relevance of mobile services for marketing and advertising activities, acting as a bridge towards the topics of the next Chapter,
for dust, rain, humidity, strong shocks, repetitive tumbles and temperature extremes. 62 3 Mobile Services POINT OF ATTENTION:
Mobile services and applications need for a strong support by advanced marketing perspectives, focused on a continuous and appropriate listening to social networks as well as supported by multidisciplinary competencies,
and the enablers that impose mobility as the characterizing feature of digital services. Accordingly, we have shown the role of media convergence for the current relevance and diffusion of mobile services and applications, resulting from the infrastructural dependencies between contents, devices, networks, and social activities.
Furthermore, the Chapter has outlined the importance to understand the users'behavioral intention to accept and adopt mobile technology as well as the related services and applications.
To this end we have introduced the reader to the main constructs and frameworks related to the Technology Acceptance Model TAM) academic research stream and how they change
In particular, they have shown that mobile services initiatives have to consider the integration with existing back-end systems
Furthermore, the case studies have shown the importance of the convergence of mobile services and sensors technologies as well as social listening activities (that will be discussed in detail in the following Chapter).
As for social listening, the considered case study has shown that mobile services and applications need for a continuous and appropriate listening to social networks as well as the involvement of multidisciplinary competencies to enable an effective knowledge for implementing mobile solutions
and services in different contexts, fitting the needs of various populations of users adopting them.
MIT Press, Cambridge 6. UDDI. org (2001) UDDI technical white paper 7. Papazoglou M (2007) Web services:
MIS Q 27: 425 478 64 3 Mobile Services 17. Venkatesh V, Bala H (2008) Technology acceptance model 3 and a research agenda on interventions.
the case of mobile data services. Inf Syst Res 17: 162 179 24. López-Nicolás C, Molina-Castillo FJ, Bouwman H (2008) An assessment of advanced mobile services acceptance:
Contributions from TAM and diffusion theory models. Inf Manag 45: 359 364. doi: http://dx. doi. org/10.1016/j. im. 2008.05.001 25.
and evaluating new products and services, playing a complementary role sideways with all the traditional analytic tools used for previsions 5. 4. 2 Marketing Analysis as Social Listening According to a research by Universal Mccann (http
and sustain a competitive advantage in terms of products and services'differentiation. The main questions here are:
and preferences but also the way consumers inform each other about products and services, shaping their own decision process through worldwide shared knowledge and experiences.
restaurants or other services, more than 73%said that they have been influenced highly in their final choice.
In some case, consumers are willing to pay from 20 to 99%more for products rated with five stars with respect to products with a rating of four stars. 32%gave its evaluation about products or services through online rating systems at least once,
and services on the base of the highlighted weaknesses. Furthermore, the additional threat is that illegal behaviors such as‘‘cyberbulling'',stalking'',phishing'',scam'',marketing spam,
and services oriented led by opinion can have. A first factor worth to be considered is that a marketing intelligence activity
supplier of telecommunication services in Denver''Positive Adapted from 32 4. 3 Information Growth and Market Opinion 77 spiteful persons made
or services people are talking about; 3. No Opinion: general texts that do not actually express any form of opinion about a product/service (advertisement, not relevant texts, questions and answers, etc..
when is well done) mistakable with a normal opinion about products/services. Another challenge related to the opinion spam is the ability to differentiate a spam from a useless opinion.
or not commented products and services and, on the other hand, also comments'rates can be spammed. The above challenges are the other side of the benefits associated to the inedited volume
and availability of information made possible, on the one hand, by social networks, 2. 0 applications, and digital services;
, in inedited bundles of services. However, social sensing is still a promising perspective at business level, providing a wide spectrum of research challenges.
, social media, 2. 0 as well as 3. 0 applications and services, the latter usually related to semantic web 38; new market signals that come out straight from end-users, by means, e g.,
Outotec is a worldwide leader in supplying processes'4. 5 Social Sensing 81 solutions, technologies and services for extractions and the metallurgic field.
Some distribution format, such as web interfaces or mobile services, can be integrated easily with instruments for users'interaction (comments
These services can encourage decision makers to actively participate in the marketing intelligence process, providing additional information.
it can be useful to analyze the case of Fujitsu 40, one of the biggest IT services supplier in the world.
The company, based in United states, plans, builds and implements facility programs for firms, providing uniforms, cleaning services, hygienic supplies, promotional products, security products, fireproof protection services,
and document management services. Therefore, the strategic plan team has constantly to monitor and control all facets of a diverse entrepreneurial market,
providing services and solution for worldwide dynamics and evolving markets. Inside Nokia's organization, benchmarking is used
Among the instruments, blogs and wikis, forums for discussion, video services (Youtube and Slideshare), have provided dynamic and direct sources for interact and collect/share information.
Rosi A, Mamei M, Zambonelli F, Dobson S, Stevenson G, Ye J (2011) Social sensors and pervasive services:
GIA (2010) How Social media is Redefining Benchmarking GIA Services White paper (vol 1) 41. Normann R, Ramìrez R (1994) Designing interactive strategy:
and familiarity with IT. 1 Cloud computing and mobile services issues have been discussed in Chaps. 2 and 3 respectively. 90 5 IT Consumerization 5. 2. 1 Advantages
and will use own devices and services. This can lead to a better customer satisfaction as well as its corresponding financial benefits 8. Organizations that see IT consumerization as an opportunity to create a comprehensive strategy
or brand by uncontrolled use of consumerized services/devices such as, e g.,, Dropbox. 2. The increased variety and complexity of personal and mobile devices as well as different operating systems and applications that all requiring management will lead to increased costs. 3. The possibility of losing mobile devices would likely increase when the organization uses
1. the possibility of losing corporate data because of unauthorized sharing and usage of information on employees'devices by the services running on them;
with information and services accessible from anywhere and anytime by using any device. For example if an employee knows he she may later need access to a file created on his her work computer,
and cloud services that may or may not be provided by or qualified for use by the existing IT infrastructure at the enterprise 14.96 5 IT Consumerization Organizations have to reconsider how they manage user computing in order for them to effectively meet the previously mentioned challenges of dynamic landscape and truly embrace consumerization.
This covers employees from human resources and legal to IT, corporate services, and most importantly, end users. This is an ideal opportunity to define all the components of the BYOD program 14.2.
and the available services such as email and calendar. 4. To enable the technology and plan deployment:
Also, it includes information protection by using Active directory Rights Management Services, which provide the infrastructure that is needed to protect office content and other Information Rights Management.
and decreasing the time that is needed to deploy apps. 3 Chapter 3 on mobile services provide further insights
Examples of these include productivity apps from the cloud, such as Office 365, IT management services from the cloud, such as Windows Intune, virtualized desktops or apps,
and cloud services to deliver apps to devices 16.5.5 Strategies for IT Consumerization 103 5. 6 Enterprise Drivers Behind the Consumerization of IT The drivers that motivate enterprises to adopt IT consumerization strategy include increasing productivity,
since after the success of customer directed services such as Facebook and Twitter, social networking platforms are finding their way into businesses'environments.
Microsoft Services Enterprise Architecture, Microsoft Corporation, Redmond, pp 1 22 16. Harteveld A (2012) Microsoft recommendations for a consumerization of IT strategy.
Microsoft Services Enterprise Architecture, Microsoft Corporation, Redmond, pp 1 16 17. Taylor P (2012) Consumerization of corporate IT accelerate.
the increasing importance and demand for technology support services combined with the decreasing budgets and staff resources create several challenges for information technology (IT) departments.
Nevertheless, because of shrinking resources and increasing demand for services, the IT specialists who support that kind of technology experience constant pressure to do more activities
and perform services with fewer resources. However fortunately, those specialists don't have to be alone while facing such a challenge.
in addition to the services shared by the other parties in the world 4. Thus, the individual services,
Some typical guidelines for various services include: email and instant messaging, which enables person-to-person communication;
forum and chat services, which give the opportunity for large group discussions. Despite its benefits for the organization, electronic messaging systems cannot be fully secure and reliable,
such as telephones, mail and even face-to-face meetings, are slowly being replaced by computer based systems where different kinds of socialization are enhanced through media sharing, reflection on past experiences and a bundle of additional services, supporting
human-provided services, as well as 6. 4 Digital Collaboration Systems and Ideas 127 crowdsourcing. These plans should have the ability to monitor crowds actions and
in order to identify themselves as humans and not automated services or programs, they contribute to digitizing books
which is acclaimed a globally online meeting and collaboration applications and software services provider. The introduced technology has succeeded to achieve high satisfaction rates from both the members of the faculties and the students.
bundled sectors and market based on new digital products and services. Taking these issues into account,
thus, digital business identity is characterized often by very short life-span due to the velocity of new digital products and services design and distribution.
Apart from IT consumerization, other phenomena such as the diffusion and pervasivity of social networks and mobile services (discussed in Chaps. 3 and 4,
p. 6, including security products, security services, such as, e g.,, training, regulations and/or law enforcement, etc.
giving emphasis to product knowledge for consumers, having access to inedited volume of information on products and services actually available on the market;
and services not provided by competitors, can allow an improved differentiation when coupled with switching costs creation strategies (through, e g.,
and deliver services and products fitting captivating brand promises. Accordingly, Barwise and Meehan 23 point out that businesses have to integrate digital trends, such as, e g.,
and industry concerns about Number Translation Services (NTS) calls, that are calls to 08 numbers(‘NTS numbers')27;
and proposed in the United states (US) of America by the digital services advisory group, federal chief information officers council,
and what matters the most is the external efficiency of the services that the IT department delivers to the business,
The case study discussed an identified enterprise in Oman aiming to provide quality services to its citizens
and consequently to align itself to the egovernment strategy to increase delivery, integration and quality of electronic government services,
That is, because all government agencies need to integrate seamlessly to provide electronic services to its stakeholders
and the actual frameworks in place to support its services, which have caused significant level of misunderstanding over just who own which role in the enterprise,
2. the division responsible about application services lacks with regard to consistency to audit data analysis history; 3. integration issues between the legacy and 3rd party information systems the enterprise already used,
Whitehouse (2012) Digital services governance recommendations. In: Whitehouse. http://www. whitehouse. gov/digitalgov/digital-services-governance-recommendations.
Accessed 28 nov 2013 17. De Haes S, Van Grembergen W (2009) An exploratory study into IT governance implementations and its impact on business/IT alignment.
and services when the price is lower than the utility achieved, while the companies will provide these goods
and services if the price is equal to or higher than cost of production automatically appropriating the value associated with them.
which is characterized by the rapid and continuous interaction of innovative applications and services. In fact, especially where the company's business is linked increasingly to innovation and technology
network value 9. 2 Fundamental Elements of a Business model 169 and services. Thus, the BM of a company must contain a description that summarizes how it intends to deliver value to current and prospective customers and
/services) Table 9. 5 BM dimension: architecture Constituent element Description Key processes The set of essential activities (planning, development, production, sales)
or services offered by a company to protect its margins through differentiation or the renewal of its offering;
and the new information and communication technologies on the other have not only made the reduction of the production costs of many goods and services possible,
products and services tailored to each type of user. These developments require businesses to radically rethink
competitors and suppliers of complementary services, outlining the relationship between the parts that make up an enterprise's network.
In the industrial economy a process of value creation starts from raw materials and from the physical inputs that are needed to produce finished products or services.
drastically reducing the need for intermediaries in the sale of goods and services. In this sense, the network can undoubtedly be counted among the most significant radical innovations,
intermediate products Digital information Output Intermediate or finished products or services Products or services with a high information/knowledge content The role of information A supporting and connecting element during the phases of production
which faces major strategic challenges especially related to building a business model that allows providers of new information services to create
and services targeted to the needs of the customers themselves. Among the successful examples of innovation of a business model that can profitably make use of some of the above features of the Internet as a disruptive innovation we can mention Dell's build-to order and direct sales model,
in the early stages of design and production of highly customized goods and services Digital resources Information and data in a digital form,
and characteristics of the products and services offered by the various competitors Industry extension The value creation made possible by the Internet
Consequently, information retrieval and filtering services have a high value for consumers. In fact, the search engines like Google and Yahoo!
and services offered to customers Accelerating the acquisition of innovation and containing the costs of research and development have become inescapable imperatives for companies wishing to remain competitive in the current economic and technological environment.
Faber E, Bouwman H (2006) Balancing customer and network value in business models for mobile services.
The simple idea behind Macrosense and the other related services developed by Sense networks is that actual behavior is a very good predictor of future behavior.
and provides its services mainly in the USA market. The management team is composed of data scientists, mathematicians, security experts and industry specialist, supported by the investments of some of the founders and CEOS of Google, Paypal, Verisign and Sun microsystems.
Additional services are provided to merchants, in form of tools for resolving billing issues before they become disputes,
and direct-to-merchant resolution management services. The underlying idea is that the global value of Billguard increases with the number of customers
in order to integrate this kind of services, enabling them to increase customer satisfaction and decrease the cost of dispute management.
True Link Financial is managed by a group of young and promising entrepreneurs with experience in payments, startups and services.
The business development plan is to secure partnerships with large retirement homes and organizations for caregiving, retirement home placement services,
and prospects, should devise similar services to avoid being cut out of the game. Table 10.16 shows a good User Value
All services and initiatives share a customer-oriented approach, dedicated to increasing customer intimacy, loyalty, engagement and viral diffusion.
In particular, it is worth noting a prevalence of digital innovations focusing on the converge of mobile services (Instabank, Truelink, Acceptemail, Starbucks Digital Ventures), social listening (Billguard, Starbucks Digital Ventures),
it is worth noting that the potential evolution trends are going to concern a further focus on convergence of mobile services and social sensing, that is an increased exploitation of advanced analytics for behavioral analysis from intensive data streams as well as from Big data.
Furthermore, we have analyzed the challenges to digital business innovation by the diffusion and convergence of mobile services, sensors technologies, and social networks.
digital services, social networks, sensors, and IT Consumerization, likewise. Besides the benefits, collaboration contributed to‘‘open''work practices,
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