The main objectives of investment were improving web site presence and greater and richer interaction with customers.
Skills and capabilities that the NHS does not have built environment, personal finance, legal advice, community building, local knowledge, cultural specifics etc.
the sector suffers from a shortage of management expertise across the skill spectrum. Funding constraints: constraints on internally generated funds are compounded by the fact that the sector does not register on the radar screens of conventional banks
An era of linear, top-down, expert driven development, production and services is giving way to different forms and levels of coproduction with consumers, customers and citizens.
Forinstance, future researchcouldanalyzewhetherthepositiverelationshipbetweena firm's inventiveperformanceandsurvivalonlyholdsforthose firms that haveacquiredthedownstreamassetsneededtocommercialize their inventionstothe final customers. Finally, theresultsfromthispapermightalsohaveimplications for researchonventurecapital (VC.
but alsowiththemanagerialexpertiserequiredtocommercialize their productstothe final customers (e g.,, Robsonandbennett, 2000. Hence, aninterestingavenueforfutureresearchcouldbe the explorationoftheroleplayedbyvcasapotentialsubstitute for MFT. 5. 3. Limitations Thisstudyhassomelimitations.
Futureresearch shouldthereforeinvestigatetowhatextentandunderwhatcon-tingenciestheseplayersselltheirideastoother firms ratherthan sellingtheirproductsto final customers. Inaddition, weemploya crosssectionalperspectiveinouranalysis. Theinvestigationofthe sameissueinalongitudinalperspectivecouldpotentiallyleadto Table6 OLSREGRESSIONESTIMATION (aftermatching) a b. Model 6. 1model6. 2 Inventiveperformance (Log) Profitability (Log) Technologyspecialist 0. 732**0. 738*(0
A major message is that small firms do not innovate by themselves but in collaboration with suppliers, customers, competitors,
but rather in collaboration with others, including with their suppliers and customers, and with universities and research organisations.
and exchanged within open and distributed innovation systems at global and local levels involving interactions among customers, suppliers, competitors,
competitors, customers, research organisations and others. It also shows that the quality of local environments for knowledge generation
30 40 50%Universities or HEI Suppliers Clients or customers Competitors Firms within the group Small Medium Large Small Medium Large Consultants,
Share of turnover due to new-tomarket product innovation 0 10 20 30 40 50 60%Universities or HEI Suppliers Clients or customers Competitors
60%50 Universities or HEI Suppliers Clients or customers Competitors Firms within the group Small Medium Large Small Medium Large Consultants,
Ten per cent of these funds are reserved for bonuses that are allocated to the centres based on the performance of their customers.
40 50%Universities or HEI Suppliers Clients or customers Competitors Firms within the group Small Medium Large Small Medium Large Consultants,
or customers Competitors Firms within the group Small Medium Large Small Medium Large Consultants, commercial labs. or private institutes Government or public research institutes 0 0. 5 1. 0 1. 5 2. 0 2. 5 2003 2008 Finland
60 80%SMES Large Universities or HEI Suppliers Clients or customers Competitors Firms within the group Small Medium Large Small Medium Large Consultants,
30%Universities or HEI Suppliers Clients or customers Competitors Firms within the group Small Medium Large Small Medium Large Consultants,
40 50 60%Universities or HEI Suppliers Clients or customers Competitors Firms within the group Small Medium Large Small Medium Large Consultants,
50 60%Universities or HEI Suppliers Clients or customers Competitors Firms within the group Small Medium Large Medium Large Small Consultants,
SMES Large Share of turnover due to new-tomarket product innovations 0 10 20 30 40 50%Universities or HEI Suppliers Clients or customers
40 50%Universities or HEI Suppliers Clients or customers Competitors Firms within the group Small Medium Large Small Medium Large Consultants,
Firms collaborating in innovation activities Share of turnover due to new-tomarket product innovations3 0 10 20 30%Universities or HEI Suppliers Clients or customers Competitors
30 40%Universities or HEI Suppliers Clients or customers Competitors Firms within the group Small Medium Large Small Medium Large Consultants,
40 50 60%Universities or HEI Suppliers Clients or customers Competitors Firms within the group Small Medium Large Small Medium Large Consultants,
%Universities or HEI Suppliers Clients or customers Competitors Firms within the group Small Medium Large Small Medium Large Consultants,
40 50 60%Universities or HEI Suppliers Clients or customers Competitors Firms within the group Small Medium Large Small Medium Large Consultants,
30 40%Universities or HEI Suppliers Clients or customers Competitors Firms within the group Small Medium Large Small Medium Large Consultants,
50 60%Universities or HEI Suppliers Clients or customers Competitors Firms within the group Small Medium Large Small Medium Large Consultants,
or HEI Suppliers Clients or customers Competitors Firms within the group Small Medium Large Small Medium Large Consultants,
Suppliers Clients or customers Competitors Firms within the group Large Medium Small Small Medium Large Consultants,
Share of turnover due to new-tomarket product innovations2 0 10 20 30%Universities or HEI Suppliers Clients or customers Competitors Firms within the group Small
activities 0 10 20 30 40%Universities or HEI Firms within the group Suppliers Clients or customers Competitors Small Medium Large SME Large Consultants,
or customers Competitors Firms within the group Small Medium Large Small Medium Large Consultants, commercial labs. or private institutes Government or public research institutes 0 5 10 15 20 25 30%Lack of qualified personnel Lack of funds within enterprise or enterprise
or HEI Suppliers Clients or customers Competitors Firms within the group Small Medium Large Small Medium Large Consultants,
traditional start-ups also very often exploit knowledge accrued in previous experience as customers or suppliers to enter downstream or upstream industries (Hippel, 1988).
but rather in collaboration with other organisations, including enterprises (e g. suppliers and customers), universities, research organisations, etc.
but is generated also by the very interaction process between customers and suppliers or between users and producers,
Such associations can include customers, suppliers and technology institutions. Universities need to be involved actively in the innovation system.
understand the roles, rights and responsibilities of individuals as employees, managers, employers, entrepreneurs, investors, customers and global citizens;
They may also include legal advice to a firm/organisation on the design of new business structures to support innovation in products or services or the protection and commercialisation of new intellectual property.
Transforming Customers into Investors Through Innovative Service Platforms. Journal of Service Management 22 (4): 443 470. doi:
product evaluation, intellectual property advice, patent application, financial advice, and market research. The dimension of skills transfer includes finding liaison between research institutions/universities/individuals and industries, locating R&d resource, performing skill search, recruitment,
Therefore, companies that look at cities as customers and position themselves as partners and solution providers to cities will benefit from new business and investment opportunities.
and for millions of customers who could benefit from ideas contributed by talented women. Continued from Page 2 Photo:
and representation of what value is provided to customers, how this is done and with which financial consequences (Ostenwalder et al. 2010).
and delivers value to customers. It also outlines the architecture of revenues, costs, profits associated with the business enterprise delivering value''(Teese 2010).
and processes that serves as a firm's organizing logic for value creation (for its customers) and value appropriation (for itself and its partners)''Sorescu et al. 2011).
This approach espouses the totality of how a firm selects its customers, defines and differentiates its offerings,
creates utility for its customers, define the tasks it will perform or outsource, configures its resources and ultimately captures profits (Slywotzky 1996).
As more customers consume products and services offered through digital platforms, the managerial stakes in understanding those models is becoming much higher,
customers, value chain, financial flow, goods and services, societal environment 7 No No Osterwalder and Pignuer (2009) Customer segments, value propositions, channels, customer relationships
factory workers and shipping clerks, often side by side with the telecommunication equipment linking organizations to their suppliers and customers.
and externally to customers who would, through the intermediation of personnel with appropriate information system access, receive an array of service quality improvements.
and Lorin Hitt, Information technology and Recent Changes in Work Organization Increase the Demand for Skilled labor, in M. Blair and T. Kochan, eds.,
and Lorin Hitt, Information technology, Workplace Organization and the Demand for Skilled labor: Firm-level Evidence, National Bureau of Economic Research:
or receiving online job applications 21.1 Ordering or booking online 16.9 Online order tracking 11.1 Website customisation for regular users 8. 4 Possibility of customers customising or designing
opportunities/events Information and brokerage support Knowledge transfer programmes Learning forums and insight legal advice, marketing services, fis cal and accounting services, HR advice
The provision of business support services, legal advice, accounting advice, office space, access to networks, as well as access to potential partners and funders is just as important.
It excludes R&d undertaken under contract for customers such as governments or other companies. It also excludes the companies'share of any associated company or joint venture R&d investment when disclosed.
so that the R&d investment included in the Scoreboard excludes R&d undertaken under contract for customers such as governments or other companies.
It excludes R&d undertaken under contract for customers such as governments or other companies. It also excludes the companies'share of any associated company or joint venture R&d investment.
Der spiegel, 19 april 2013, http://www. spiegel. de/international/business/lack-of-skilled labor-could-pose-future-threat-to-german-economy-a-894116. html country (number of statements
if we consider fixed/mobile convergent architectures managing mobile customers by balancing user traffic between a large variety of access networks.
Value networks of customers can only properly be served by federated service providers, henceforth termed Service Provider Federation (SPF).
mainly addressing private customers of such services and providers offering such services);(2) Markets of Internet service providers (ISP) and Telecommunication Providers;(
and customers'benefits. While this collection cannot be considered complete, it clearly outlines that a combination of social and economic viewpoints on pure Internet-based networking is essential.
then setting-for example-a low price would increase his risk of being selected by the least profitable customers.
and trigger a rise in prices, making this service less attractive to a number of profitable customers.
The Trilogy project 16 studied extensively the contention tussle among users as well as among an ISP and its customers, due to the aggressive behavior of popular file sharing applications.
which can, for example, limit the access to the scope only to the customers of the company.
and Google's customers updated their applications accordingly. The severity of the vulnerability has been rated High in a note issued by the National Institute of Standard and Technology (NIST.
Trustworthy Clouds Underpinning the Future Internet 211 An example for the first category is the Google gov. app cloud launched in September 2009 that offers a completely segregated cloud targeted exclusively at US government customers.
This allows tailor made solutions to specific security concerns-in particular in view of the needs of larger customers.
Security Risks 12) Trustworthy Clouds Underpinning the Future Internet 213 3. 1 Isolation Breach between Multiple Customers Cloud environments aim at efficiencies of scale by increased
sharing resources between multiple customers. As a consequence, data leakage and service disruptions gain importance and may propagate through such shared resources.
An important requirement is that data cannot leak between customers and that malfunction or misbehavior by one customer must not lead to violations of the service-level agreement of other customers.
Fig. 2. Multi-tenancy at Multiple Levels 25. Traditional enterprise outsourcing ensures the so-called multi-tenant isolation through dedicated infrastructure for each individual customer
and that these instances cannot be accessed by other customers. Note that in practice, these mechanisms are mixed often:
and ensure that no unauthorized data flow occurs between customers. To limit flow control, mechanisms such as access control that ensures that machines
or resources from other customers can be used. Actual systems then need to implement this principle for all shared resources 4 (see, e g.,
or data owned by different customers. This so-called privileged identity management system is starting to be implemented today
An important requirement in a cloud setting is to move away from today's black-box approach to cloud computing where customers cannot obtain insight on or evidence of correct cloud operations.
A related challenge is how to best foster trust of customers into correct operation of the cloud infrastructure.
Customers can then be sure that the organization followed these standards at the time of certification.
This will allow customers to automatically identify incidents and to analyze and react to such incidents.
A single notion of customers needs to be implemented across different systems. Furthermore, data generated by systems need to be assigned to one
or more customers to enable access to critical data such as logs and monitoring data. A particularly hard challenge will be to reduce the amount of covert and side channels.
The third challenge is to allow customers to continue operating a secure environment. This means that security infrastructure and systems within the cloud such as intrusion detection
and access control need to be integrated into an overall security landscape for each individual customers. Depending on the type of systems,
In order to allow customers to'see'intrusions on the network within the cloud and correlate these intrusions with patterns in the corporate network,
Customers need to provide a consistent security state over multiple clouds and provide means to securely fail-over across multiple clouds.
Unlike outsourcing, clouds are deployed on a global scale where many customers share one cloud and multiple clouds are networked
to integrate with security management systems of the customers, and to limit the risks imposed by misbehaving cloud providers and their employees.
and common efforts in order to offer customers the best possible service and ensure their sustainability beyond project lifetimes.
The Panlab infrastructure manages interconnections of different geographically distributed testbeds to provide services to customers for various kinds of testing scenarios which in Panlab terminology are called Virtual Customer Testbeds or simply VCTS.
A Web portal is available where customers and providers can access services, a visual Creation Environment
However, in order to provide a wireless link as a bookable resource for a large set of customers,
how multi-party, multi-domain SLAS for aggregated services can best be offered to customers. egovernment validates the integration of human-based services with those that are based technology,
namely customers who (want to) consume services and 3rd party providers which the actual service provider might rely upon.
used by both IT customers and administrators. The Enterprise IT SLAT defines use case specific agreement terms
SLA management in this context promises great benefits to providers and customers: Providers are enabled to offer hosted solutions in a very 334 J. Butler et al. cost-efficient and transparent way,
which in particular offers new sales channels towards small and medium sized customers. Customers are enabled to steer their business in a more service-oriented and flexible manner that meets their business needs without spending too much consideration ON IT matters.
Furthermore, customers can flexibly negotiate the exact service details, in particular its service levels, so that they can eventually get the best fitting service for their needs.
The actual use case realizes a scenario with 4 layers of services. The top-level service considered is the so-called business solution.
and to be sold to the customers joined with reliable communication services offered by Telco providers.
Customers can find the services and negotiate flexibly the terms of the consumption of the services included in the product.
as it provides appropriate means for exposing services and their relationships with providers, products and customers in a rich, yet simple manner
Qos guarantees, more intimate relation with their customers, etc..On the user side, it increases choice
Subscriptions declined from 12 million paying customers at the end of 2010 to 11.4 million at the end of March of 2011 and continued to rapidly drop until May In response to questions about this decline, the company's CEO,
and markets products under pressure from major customers. The innovation infrastructure includes: incubators (infrastructure for start-ups), technological parks (experimental facilities), technical transfer centers and the system of intellectual property.
they become more bureaucratic over time with increases in size and scope, for example, an increasing reliance on specific customers, suppliers, or markets.
and abundance of skilled labor and technology (Ebert and Griffin 2005; Jorgenson 2001. Such conditions aided in the establishment of economic systems supportive of innovative capacity and knowledge-based competencies,
1. Co-creating value with customers and tapping knowledge about users; 2. Global knowledge sourcing and collaborative networks;
respond to customers'needs, have a strong technological and industrial base in Europe and depend more than other markets on the creation of favourable framework conditions through public policy actions.'
The system prompts more regular loan repayment as customers in hard-to-reach areas have easier access to a means of money transfer.
The cashless system also provides security for customers who would otherwise be forced to store their money at home
with 43%of customers using the service once a month, and over 90%of users agreeing that M-PESA is a safe service to use.
and customers of goods and services); knowledge of variation (the range and causes of variation in quality,
through models that create value for customers to models similar to those around the web that share knowledge and intellectual property. 106) Business strategies.
'CNA, the umbrella body for artisan producers, provides collective services such as booking, accounting, legal advice, and even political representation to its federated artisans. 134) Collaborative technologies.
Commissioning and procurement Governments are big customers of goods and services for example, the UK Government purchases £125 billion worth of goods and services per year.
and charging customers for a particular service. With platforms, the distinction between customers and producers dissolves as‘customers'produce services themselves.
This is the case, for example, with Lego. Lego have created a web platform Designbyme 3. 0 which enables users (mainly children) to design their own Lego sets.
Here, customers are co-producers and co-creators. 312) Online laboratories equip innovators with the tools to carry out their own experiments.
Others sell goods and services to customers while working towards their objectives behind the scenes
Local business can then decide to give customers special offers for using the money (see methods on Informal Trading Systems and Currencies, methods 507-510.
and in particular semi-standardised legal advice, is therefore of crucial importance for SMES who, more than any other business, need simplicity and predictability.
This stage brings closer interaction as customers and suppliers work together on-line and as vendors customize content for their users.
and value to customers. 4. MEASURES AND INSTRUMENTS FOR DIGITAL BUSINESS ECOSYSTEM IMPLEMENTATION Objective The long-term objective is to create an integrated, distributed pervasive network of local digital ecosystems for small
Sum-variable measuring the importance of different network relations for innovation Customers Suppliers and subcontractors Competitors Sales and delivery organizations Business service firms and consultants Accounting companies
) Previous research has emphasized particularly the importance of vertical network relationships with suppliers and customers as an important source of innovation-related inputs (Von Hippel, 1988;
The entrepreneur's assessment of the importance of different network relations of the firm (with customers, suppliers, competitors, etc.
customers and competitors, are not the only potential sources of information inputs in the innovation process of a firm.
preventing retail and wholesale from adapting to customers'needs; protectionist trade barriers impede the functioning of global value chains.
anticipating customers'changing needs and preferences. This e-commerce revolution has coincided with continuing recession in many Member States.
169 9. 2. 1 Offer to Customers...169 9. 2. 2 Value Network...170 9. 2. 3 Architecture...
transforming them in strategic resources to define strategies for products and services that meet customers'needs, increasingly informed and demanding.
and Twitter to identify potential threats or opportunities related to human resources, customers, competitors, etc. As a consequence, we believe that the distinction between DDSS
The latter meaning to contextualize data sources, improving data access to customers, employees, and value-chain partners,
customer experience management, brand Create emotional ties Empathic use of information Business Agility Optimize Business processes Effectively manage data Operational excellence Focus on customers Decision making optimization IT enabler Value from information
and articulate a vision coherent with market opportunities, effectively engaging customers, employees and other relevant stakeholders Leadership Management Organization Investments in human resources with a mix of new analytical skills and business
and engage a broad spectrum of potential customers with lifestyle, culture and income very different between them.
Indeed, for all groups of consumers, even the most mature (concentrated in large cities and industrial areas), the locus of competition has shifted from the price of the service to the satisfaction of the specific needs of customers:
as a way to know its customers‘needs, experience, and lifestyles. POINT OF ATTENTION: Using Big data should be enhanced
, supporting its industrial products and helping customers use GE's machines more effectively and efficiently.
and between the business and its customers. One important new development in the ICT field is the cloud computing,
which enables the service provider to serve multiple customers as the same time by smartly allocating its resource to them 3. 5. Agile structure,
This layer provides customers with the ability configure the network on the cloud, which gives them access to virtual network functions such as network-aware VM placement, real time network monitoring, diagnostics and management.
which can be achieved by getting the advantage of delivering the product to customers. 3. Performance assurance and quality,
storage areas that are specified for customers'data; hypervisors; cloud mapping services. 30 2 Cloud computing B. Process and regulatory-related aspects,
and internal design details which would lead to major security concerns for CSP as well as customers like cyberattacks
Private cloud is for the sole use of a single organization and its customers. The chief advantage of this model is that the enterprise retains full control over corporate data and security and system performance.
against a richer and detailed knowledge of customers'needs and experiences. In order to understand the role
-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
3 Multi-sided markets create value by enabling direct interactions between distinct types of affiliated customers 37,38.
which may lead to incorrectly identify the needs for customers having actually a cognitive age different from their chronological one.
leader in mobile application development and platform with over 350 customers in 45 countries, including more than 70 Fortune 500 companies (http://www. kony. com/about).
60 3 Mobile Services use the customers'own device's camera to take a picture of a vehicle,
and knowledge on customers'behavior and history. 3. 4 Case studies 61 The following case is based on a Datalogic success story 33
among the key issues for obtaining increased productivity, improved data quality, knowledge on customers'behavior,
Alcatel-lucent (2012) Etisalat Nigeria introduces permission-based mobile advertising to over thirteen million customers using Alcatel-lucent's Optismtm.
and literally projected on customers). This kind of evolution, would actively participate in creating a CRM system able to support the Customer Experience Management through
, Linkedin, Facebook, Twitter, and so on, provide information about competitors'actions, customers'tendencies, and other strategically relevant dimensions.
and communicate with companies'customers. As a result, and as the technology becomes more central in people's lives,
and the freedom to unfold their creativity for the benefit of the business and their customers.
for different customers from different locations. He she can use mobile broadband and wireless hotspots to access the Internet from the worksites.
explained and emphasized to potential customers instead of only specific details about technology or infrastructure. Level of consumerization of IT within an enterprise.
Customers would have faster access to information and personal experiences which would improve their responsiveness.
Whether it is with customers, partners, or employees, these organizations use social collaboration tools to improve efficiency,
and enterprise customers with the ability to jointly create a video script. Taking the above issues into account
10.1007/978-3-319-04307-4 7, Springer International Publishing Switzerland 2014 133 customers, in a continuous reconfiguration of traditional industries and the rapid creation of new
constantly challenged by new digital business scenarios, rapidly changing market roles, with constantly new entrants and new customers'needs;
when the changes add value without annoying customers 22), giving emphasis to product knowledge for consumers, having access to inedited volume of information on products and services actually available on the market;
the latter is essential to guarantee a suitable infrastructure preserving privacy of data and reliable transactions for the target customers.
on the other hand, the migration and the consequent switch to 0844 numbers had no impact on customers 25.
in order to avoid loss in revenue and‘‘contacts''with customers. The second case study is based on 28
aiming to engage core customers online and creating a direct dialog 3 Talktalk Business: http://www. talktalkbusiness. co. uk/.4 Vibram:
''leaving the customers being the protagonists and leaders of the brand-related initiative; thus, the company reduced its control over the brand as digital business identity to answer the challenges of consumer empowerment by the information technology and digital channels 29.
Digital business identity management asks organizations to enable self-exposure of customers through digital initiatives,
the latter enable a return on digital identity through the self-exposure of customers and the companies‘‘taking a step backwards''about the control of their digital brand initiatives.
board members, top management, staff and customers. It establishes a set of policies and practices used by the organization to enhance a transparent accountability of individual decisions.
and how to interact with customers. However, the organizational digital presence is an extension to the organization's physical and human existence,
and affected the airline industry and its customers 23. In this study, Iskandar et al. 23 explained that the effects of e-commerce on that sector are great,
the creation of solutions that meet the perceived needs of customers; the structure of costs and revenues;
and deliver value to its customers and appropriate the returns from that value by the coherent and harmonic interaction of its elements.
What is the fundamental economic logic that allows us to deliver value to customers at an appropriate cost?
and deliver that value Customers of reference; partner network; the system of relations, the positioning in the value chain of the business Christoph Zott
and Rosenbloom 2002 11 A coherent framework that takes technological characteristics and potential as input and, through customers and markets, converts them in economic output.
leverage of knowledge Bouwman 2002 24 A description of the roles and relationships that exist in a company, its customers, partners and suppliers,
but not exclusively, customers Roles and relationships in the value chain; exchange modes between actors (continued) 168 9 Reinventing Business models 9. 2 Fundamental Elements of a Business model An analysis of the literature shows that several authors have focused on the identification
This approach identifies four fundamental dimensions of the concept of BM offer to customers, value network architecture and finance which,
and their components and discuss their role. 9. 2. 1 Offer to Customers This dimension includes the value proposition that a firm intends to create for its target customers in order to meet their needs through a given combination of goods Table 9. 1
Thus, the BM of a company must contain a description that summarizes how it intends to deliver value to current and prospective customers and
Table 9. 2 Business model conceptualization Business model area Constituent elements Relevant literature Offer to Customers Customer value proposition 3, 7, 11,15, 18,19, 21,23, 24,25 27, 27,28, 29,
Customers segments 30. Customer relational models Distribution and sales channels Value Network Supply relations 7, 15,18, 19,22, 24,25 26, 26,27, 28.
the offer to customers Constituent element Description Customer value proposition A short and detailed summary of the overall experience the company promises to offer to its own customers Customer segmentation Specific groups
of customers whom the company intends to offer value to Customer relational model The relationships the company establishes with its customers Sales
and distribution channels The channels representing contact points with the customers Table 9. 4 BM dimension:
by means of which the value created can be provided to customers in the most efficient and effective way Strategic assets The specific set of resources,
in order to create and deliver value to their customers and then maintain or improve their market position.
on the one hand with customers, allowing them to access, acquire and store digital music, and on the other hand with business partners, namely all the major record labels,
only a small number of ipod customers connected to their itunes account would be willing to change brands,
Value creation, meaning the value that is generated by the entire value chain made up of the company, its suppliers, distribution partners and customers.
which the company is able to retain a part of the value created‘‘at the expense''of customers, suppliers, partners and competitors.
and reconfigure the value proposition presented to customers moving from a supply-driven logic, according to which companies compete mainly in the field of execution of operations,
but also the roles played by the various relevant stakeholders such as customers, suppliers, competitors and suppliers of complementary services, outlining the relationship between the parts that make up an enterprise's network.
and opportunities such as the possibility of establishing a direct relationship with customers bypassing other actors in the value chain.
Companies operating in a competitive market environment must create value for their customers, specifically, this value must be perceived by customers as being offered superior to that by competitors.
In the transition from a traditional industrial digital economy the whole process of value creation is transformed entirely.
select, synthesize and distribute 37 in the transformation process to be able to provide customers with customized solutions.
In particular, the web offers unique and unprecedented meeting and exchange opportunities between companies and customers.
and reach new customers. A third factor that contributes to intensify the competitive pressure is the ability of the network to get the manufacturer and the end user closer and in direct communication
in order to design and implement an innovative system to provide customers with highly personalized products 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,
and ways of interacting with their customers, suppliers and partners Information sharing and exchange The Internet allows information to reach a large number of people without sacrificing the quality of the information content
and create switching costs so as to achieve the lock in effect constraining the customers, while having him perceive that as a component of the perceived value, a concrete advantage of not switching supplier.
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.
and it is not yet available to customers. 10.2.2 Applications The value behind such kinds of innovation lies mainly in an increased customer intimacy by means of becoming part of the daily routine operations of the user.
This application, as many other next-generation mobile banking apps, gives customers more interactivity, by greatly simplifying complex operations into one click experiences
which service oriented companies are trying to blend into the habits of their customers, instead of trying to induce them to act in a specific way.
leading to a better understanding of customers without requiring any change in behavior. It is also a key element for effective real-time marketing campaigns,
As the other advanced analytics systems, it allows a deeper understanding of the customer's dynamics, of the different habits of customers and non-customers,
The main purpose is to protect customers from the so-called Grey Charges, deceptive and unwanted credit/debit card charges resulting from misleading advertisement and ill-defined billing systems.
Billguard activates a support service to help the customers get their money back. The experience and knowledge of Billguard build on each single case,
and intimacy with their customers. 10.4.2 Applications The declared purpose of this free of-charge application is to help users in not losing money to frauds, scams and grey charge policies, leveraging the collective knowledge
The underlying idea is that the global value of Billguard increases with the number of customers
by means of many different experimental activities to conduct with employees and customers. As an example, it can be used to test
or not-whether in customers or in employees-while executing a process or interacting with a tool;
and intervention needs of their customers. This improves decision-making, workflows, and consistency of service, and successful interactions.
which enables customers to pay bills, in form of e-mails, safely and conveniently through online banking,
as it does not collect money on behalf of its customers, it only enables the payment initiation.
reminders reach the customers much later and require additional procedures to recover payments. On the customer side
and customers feel stressed. Bringing the payment platform to a simple e-mail helps in mitigating this issue,
Adding digital features to the point of sale enables a better multichannel experience for customers. Moreover, thanks to the Starbucks Digital Network, customers are offered extra content and entertainment when connected to the facility's Wi-fi (e g. on-line Music,
Table 10.17 Company competitiveness indicators for time-to-market Company Acceptemail Funded 2007 NPRODUCTS 1 Clients Many Partners Many Market dimension Large Competitors
On the Mobile Payments side, the ios and Android app, on the one hand, allows customers to pay with their smartphone, with no need for cards or cash, reducing by 10 s the single transaction;
on the other hand, it allows the business side gathering meaningful data about their customers. Around 10%of all transactions are completed currently through the mobile app.
''where customers can submit suggestions on how to improve products, customer experience and corporate initiatives.
giving customers the clear message that the company intends to leverage IT value in its business model.
Ventures 205 10.11.2 Applications Starbucks Digital Ventures'strategy aims at developing a digital media company business model dedicated to all Starbucks customers.
and analytics methods for extracting business value from them as well as an improved knowledge of customers'needs and lifestyle for a consequent better user experience.
49 Multi-sided markets, 49 NNOSQL, 6 OOBJECT buzz, 72 Offer to customers, 169 Ontologies, 70 Open data, 8 Open government, 8
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