products as services that are economically strong, socially beneficial, and ecologically intelligent 10. C2c does so by following three key tenets:(
The common basic network infrastructure 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
value services aimed at creating innovation and synergies at local level among several local realities
the initial investment and the rising cost of maintenance services may reduce their willingness to undertake the necessary investments.
prepared to outsource ICT services and to acquire professional skills and use consultants to help prepare for the organisational changes required by e-business
7 in 2000 34%of large enterprises compared to 10%of SMES10 used e-business services (source Eurostat
with services at acceptable costs and adequate quality having the possibility to acquire the knowledge of business practices and to get the technological skills
services, and share knowledge and experiences When groups of organisations adopt networked methods of cooperative work,
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, where there has been a growing recognition of the need for new kinds of
which envisages the dynamic aggregation of services and organizations, is required a further stage in ICT technology adoption which exploits the
are, in fact, characterised by intelligent software components and services, knowledge transfer, interactive training frameworks and integration of business processes and e
business services and the software components are supported by a pervasive software environment, which shows an evolutionary and self-organising behaviour,
and software components and services developed for that area of business will appear. These components are based on a set of specific
which could be software components, applications, services, knowledge, business models, training modules, contractual frameworks, laws, â€
species, i e. services not interesting for the market are less and less used, becoming less and less present in the ecosystems, until they disappear.
innovative species (digital services, but also innovative business models, sectorial services.)) continuously appear and decree the obsolescence of the other â€oedigital
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
which includes basic services components generic integrated solutions and infrastructure components ï€'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 ï€'The instances of the sector-specific ecosystem applied to a specific node of
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
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
Basic e-services Simple services Accounting sys Payment sys Groupware sys Group o f species in
symbiosis Species in symbiosis: †Networked organizations specific value chains Aggregated services CRM, ERP, user
profiling Local ecosystem/s Savanna j u n g l e /ecosystems of Amazonas Regional economy
ï€'Services and technological solutions, sharing vision, decisions and solutions that are able to share the infrastructure, together with the choices and the
services, solution, knowledge, training, methods for the local organisations†business All the ecosystems are interrelated and there is a continuous osmosis of â€oedigital
which includes components and basic services, knowledge sharing facilities and as well as models for business process integration are the ITC
The common basic network infrastructure and the basic services The generic technological infrastructure represents the basic dynamic building block for
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
ï€'a set of basic e-services, which could be used as basic component for developing
services/components/solutions of the ecosystem is a key functionality provided by the infrastructure. An extraordinary level of distribution and sophistication is needed, 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
All the modules, components, services and basic methodologies composing the infrastructure are implemented on a set of nodes of the ecosystem,
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 â€oedigital
species†tailored for specific sectors or transversal application Sector-specific ecosystems will pop up when a particular area of business starts to
and software components and services developed for that area of business appear. These components are based on a set of specific requirements
ï€'Specific ontologies which describe the semantics of data, services, processes for that business sector ï€'Sector-specific education and training modules
The services, following the digital ecosystem philosophy are subject to selection and basic components sectorial components
Several versions of similar services coexist, with different level of functionality, licenses, and costs. They follow the same â€oenatural selection†mechanism
components/services which they are authorized to â€oediscover†based on needs and business agreements The specific implementations in the local nodes of innovation
The technological infrastructure, the components, the services â€oelives†within a set of interconnected computer nodes based on the geographical areas which
more sophisticated and widespread use of e-based services for reducing enterprises administrative overheads in accomplishing their administrative duties would create an
contributes to develop strategies, technological solutions, digital services, business models. In this landscape of virtual distributed communities, the active participation of
electronically available and purchasable services, virtually all barriers to becoming intermediaries disappear †a process of natural selection will take place around profit to
which cooperate exchanging dynamically resources, applications, services and knowledge. It will constitute a global digital ecosystems environment able to
ï€'Critical mass of services and of users ï€'Maximising the number of â€oedigital species†populating the ecosystem
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 â€oebusiness 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 and could be inspected.
-services (e g. electronic payment, interoperability modules, CSCW,),which could be used as component for developing solutions for different business sectors.
e-services provided by the ecosystem, could exist in different versions, with different level of complexity and sophistication, following different license models and costs
These e-services will evolve as all the â€oedigital species†of the ecosystem Models for sector-specific ecosystems
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 â€oedigital speciesâ€) could select the more adequate service or
components and services Any player could produce components or solutions, not being forced to adapt a specific
secure services, applications and content based on a widely available †infrastructure29. â€oewhere necessary and without distorting competition, public financing
ï€'number of applications and services present ï€'diffusion and availability of the infrastructure Stimulus for small and local ICT software and service providers
providers equal opportunities to offer their services and products, stimulating the local technological knowledge and development.
and could compete in a global market offering innovative components or services, or offering adaptation and integration of components.
increases the shared fund of knowledge, opening up alternatives to generate services of greater total value and a higher quality level, to the benefit of all involved:
interaction with users, acquisition of patents and licenses, consultancy services, etc On a broader scale, non-R&d innovation is also present in the creation and change of
transfer office, it soon realizes that a much broader range of services and support structures are required
factors, 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
university and one private sector organization that are usually business firms in manufacturing and services or
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.
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
of the absence of suitable network partners and innovation support services in the region, which forces firms to rely on the generally available information sources (cf
between the services and information offered by national support organizations and the needs of firms with lower level of innovativeness
innovation process of firms, a re-evaluation of the services offered by regional support organizations might be useful.
We are longstanding proponents of a truly Single Market in products and services, for the
many limitations on the free movement of goods and services throughout Europe. Some Member States are even erecting new barriers
covering almost all goods and services. Though not always visible to the general public, it plays a pivotal role as the interface
the contribution by Europe†s services sectors to the 2020 goals needs to be 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, â 65 billion trade surplus and â 9 trillion GDP (source:
freeing up the trade in goods and services in both directions. Key measures to enhance predictability, legal certainty and transparency
ï a Single Market in goods and services is not yet a full reality and governance is not
innovation than many other sectors, incrementally adapting their services and value propositions through a process of continual innovation.
examples of good practice could inspire other services still lagging behind Evidence-based impact assessments are greatly important to inform legislative decisions
e g. the Services Directive, and no tolerance of â€oegold-plating†at national level ï Removal of territorial supply constraints that hinder the free movement of goods
multilateral, plurilateral and bilateral, promoting open trade in goods and services removing regulatory burden, easing customs procedures and providing enhanced
ï Implementation of the Single Market (Services Directive, removing remaining barriers on goods, completing the Digital Single Market
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
Data and Cloud computing, through Mobile Services as platforms for socializing and ††touch points††for customer experience, to emerging paradigms that actually
, crowdsourcing and people services Moreover, this part of the volume will explore the identity challenges for busi
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...
The spread of social media as a main driver for innovation of products and services and the increasing availability of unstructured data (images, video, audio, etc
strategies for products and services that meet customers†needs, increasingly informed and demanding Thus, Big data call for a radical change to business models and human
, customer experience management in mobile services, Big Data refer to the information asset an organization is actually able to archive
Chapters of this book dedicated to mobile services and social listening, we now focus on Big data applications
/Services Utilities /Manufacturing Sentiment Analysis Opinion Mining Social media Analytics Recommender systems †Riskanalysis Fraud detection
Organization Highly focused business strategy Complex mix of products and services IT/Strategy alignment IT/Strategy misalignment
applications, 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
Î (Services Î (Data DIGITAL ASSET Fig. 1. 5 A framework for managing digital asset
phones and other location products/services. Nokia leverages data processing and analytics to build maps with predictive traffic and layered elevation models
phones in use, services, log files, and other sources. The challenge has been to integrate its silos of applications,
percentage of GE€ s business related to services, such as, e g.,, supporting its industrial products and helping customers use GE€ s machines more effectively and
specific service or pool of services over the network through virtualized IT servers such as data centers and specialized software applications 2. It is the latest
abstraction and provides essential application infrastructure services such as computation, connectivity and emails access The last layer is the Infrastructure as a service (Iaas), in
Azure provides data services in the cloud using SQL SERVER. The last component which is. NET services facilitates the creation of distributed applications.
The last example of cloud computing service provider is Google, which uses its own infra -structure that contains three independent
---Business Applications, Web Services Multimedia Platforms ---Software Framework (Java, Python. NET Storage (DB/File Infrastructure
and services globally in order to gain competitive advantage to generate higher revenues and to achieve increased consumer satisfaction.
achieved by better management of the cloud computing pooling services to several clients 2. Faster development cycle,
actively in creating new products and services Chang et al. 9 also suggest that shaping the right business strategies for cloud
cloud computing services. These risks are summarized as follows 1. The customer service quality at the company might be affected with this
•cloud mapping services 30 2 Cloud computing B. Process and regulatory-related aspects, and includes the following points
Outsourcing the cloud computing services can be considered as a very important step on the road of having agile and efficient business,
transformation to the cloud computing services 15. Dealing with the issues related to change management is very important,
properly managed in order to have smooth transition to cloud computing services 2. 3 Deployment Models (Private, Public, Community
Cloud services can be deployed in different ways, depending on the organizational structure and the provisioning location.
and accessed or its services are consumed As for infrastructure characteristics described in the columns of Table 2. 1,
some/all services but are not logical extensions of the organization. In the fol -lowing we provide further details for each model
the cloud services such as applications, storage, and other resources that are made available by a service provider for public access and when communication is
done for instance, to combine community cloud services with public cloud services Taking the above issues into account in
what follows we provide and discuss guidelines and recommendations to support decisions on outsourcing and project
In this step, a strategic planning will be done for the services that will be affected with the cloud computing transformation.
To design how the services will look like and behave and includes the activities and outputs shown in Table 2. 5
requirements with the available services and providers Table 2. 3 Phase 1, activities and outputs of the Identify step
Determine what services will be outsourced to the cloud, and consider impacts on the service, people, cost, infrastructure, and
A list of services to be outsourced to the cloud with documented understanding on impacts
cloud services in-house, or to an alternative cloud supplier Phase 3: Operate This stage is about the actual implementation and the day-to-day management of
The first case study is about a UK based SME firm that provides IT services and
resources and IT services, since various accidents caused by human error and inadequate operating conditions can be prevented in a cloud-based infrastructure
evolution of IT services. In: IEEE pp 434†438 5. Zhang Q, Cheng L, Boutaba R (2010) Cloud computing:
international conference on cloud computing and services science CLOSER 2012 pp 198†207 13. Bublitz E (2010) Catching the cloud:
Mobile Services Abstract In this Chapter we discuss the main implications of mobility for digital business.
impose mobility as the characterizing feature of digital services, depending on and made possible by the convergence and the resulting dependencies between con
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
services for enhanced accessibility and dynamic offerings. Furthermore, it should be noted that Rai and Sambamurthy 4 point out the relevance of analytics for a
Thus, considering services, it refers to the conversion into bits of analog functionalities (e g.,, from listening music on a vinyl
48 3 Mobile Services consequence, digitalization requires the above mentioned digital enablers for service management capabilities have to be coupled with a key technology, thus
conversion of functionalities of existing ††analog††services, but rather a radical transformation having impact on lifestyle, work,
services at local and global level, enforcing a wider participation 13. As a consequence, they make indistinct the boundary of organizations,
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.,, the Simple Object Access Protocol (SOAP) 8
Design •Service oriented architectures 9 characterized by -Standardized interfaces -Service invocation independent of technology
-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
mobile services and devices; for example, consider the growing importance of location-based application on mobile devices for marketing activities and social
understand ††digital††services, and the mobility characterizing them, as emergent from and enabled by underpinning
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. However the diffusion of mobile devices, such as, e g.,
services provided through them and accessible to a correspondent wide audience Furthermore, also the adoption of the above technologies may still find resistance
drivers and challenges related to mobile services. In particular, we first focus on the acceptance by users as a key issue, analyzing the factors that make up the
or have been instantiated for the case of mobile services Table 3. 2 Key technology service enablers (adapted from Schwarz et al. 14
50 3 Mobile Services As pointed out by Bagozzi 20, TAM is characterized by a ††parsimony††in the
3. 2 Mobile Services Drivers and Challenges 51 concerned the following issues and new relationships (the latter represented by
the acceptance of external users and costumers of digital services provided by ††new††mobile technologies and devices.
intention also in the adoption and use of mobile services and technologies, the TAM constructs are yet a core asset for the development of models,
framework for identifying mobile services behavioral intention and adoption drivers. In particular, the figure aims to summarize contributions such as the one of
to mobile data services having an ubiquitous nature and an impact on individuals†lifestyle. In particular, they focus on devices
52 3 Mobile Services use and perceived usefulness), classified as ††general technology perceptions†â€
mobile services behavioral intentions (see Fig. 3. 2, starting from the top left hand side •Technology-specific perceptions, encompassing the unique features of the
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 which a mobile service is perceived as being able to provide anytime and from anywhere connections
adoption of a mobile technology and related services •Psychographics concern the user personality, values, opinions, attitudes, inter
the access to one or more mobile services is perceived to be enjoyable in its own right, without considering any other consequences
the mobile technology/services (as symbolic products) for an increased self -perceived 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.,
services. 7 In particular, among other interesting results, the study has shown, on the one hand, the positive impact of social influence on perceived ease of use (see
digital innovation initiatives, in particular for mobile services and technologies Considering now again demographics, while gender (see Fig. 3. 2) received a
behavioral intention towards the adoption of mobile solutions and services, Hong et al. 27 claim the relevance of age.
54 3 Mobile Services has received limited attention, in particular, in the information systems research field 27. Indeed, considering the ageing phenomenon at global level and the
and services have to be related to other research streams investigating, e g.,, the difference of usage behavior between mobile
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
3. 2 Mobile Services Drivers and Challenges 55 3. 3 Digital Management Solutions As we have seen in the previous section, several dimensions and perspectives
impact on mobile services and technologies acceptance and adoption by users internal as well external to an organization.
-tives interested in digital innovation of services through mobile have to face challenges related to the lifecycle of such initiatives from development and inte
and services interactions We now provide a discussion of each of the above issues, identifying the
56 3 Mobile Services The native development model is specific for a single device and allows to
58 3 Mobile Services services has an impact as well on the efficiency and effectiveness of their man
-agement, use and updating. The main ††store††solutions may be classified as shown in Table 3. 5, depending on their consumer, business, or else private orientation
and services. Accordingly, security can be addressed through the adoption of different types of enabling solutions.
digital management of mobile application and services, it is necessary to adopt practices that focus on increasing user awareness about the privacy, and security
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
Mobile services initiatives applied to supply chain activities and sales provide increased productivity, improved data
convergence of mobile services and sensors devices. 9 Habasit AG, headquartered in Switzerland, is a worldwide leader in the production of conveyor belts, plastic
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
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 multi -disciplinary competencies, enabling an effective and as close as possible
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.
to accept and adopt mobile technology as well as the related services and appli -cations. To this end we have introduced the reader to the main constructs and
In particular, they have shown that mobile services initiatives have to consider the integration with existing back-end systems and a
mobile services and sensors technologies as well as social listening activities (that will be discussed in detail in the following Chapter.
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
7. Papazoglou M (2007) Web services: principles and technology. Prentice hall, Englewood Cliffs 8. Shuler JA (2001) XML, UDDI, and SOAP:
64 3 Mobile Services 17. Venkatesh V, Bala H (2008) Technology acceptance model 3 and a research agenda on
the case of mobile data services. Inf Syst Res 17: 162†179 24. Là pez-Nicolã¡
services acceptance: Contributions from TAM and diffusion theory models. Inf Manag 45: 359†364. doi:
services (relevant results have been achieved in terms of increased number of solved problems, problems identification, better use of emotional and expressive
generating and evaluating new products and services, playing a complementary role sideways with all the traditional analytic tools used for previsions 5
and services, shaping their own decision process through worldwide shared knowledge and experiences. This new contest
•Among those who read opinions about hotels, restaurants or other services, more than 73%said that they have been influenced highly in their final choice
•32%gave its evaluation about products or services through online rating sys -tems at least once,
these analyses make it easier to improve products and services on the base of the highlighted weaknesses.
discuss some of the main implications that an access to information and services oriented led by opinion can have
International, supplier of telecommunication services in Denver††Positive Adapted from 32 4. 3 Information Growth and Market Opinion 77
considering the specific product or services people are talking about 3. No Opinion: general texts that do not actually express any form of opinion
products/services Another challenge related to the opinion spam is the ability to differentiate a spam
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
networks, 2. 0 applications, and digital services; on the other hand, further sce -narios are emerging from the convergence of different media and channels
, in inedited bundles of services However, social sensing is still a promising perspective at business level
services, the latter usually related to semantic web 38 •new market signals that come out straight from end-users, by means, e g.,
solutions, technologies and services for extractions and the metallurgic field. The firm decided to enlarge its market monitoring process in order to extrapolate
-faces or mobile services, can be integrated easily with instruments for users†interaction (comments, online discussions, rating mechanisms, etc..
These services can encourage decision makers to actively participate in the marketing intelligence process, providing additional information.
Fujitsu 40, one of the biggest IT services supplier in the world. For many years
programs for firms, providing uniforms, cleaning services, hygienic supplies promotional products, security products, fireproof protection services, and docu
-ment management services. Therefore, the strategic plan team has constantly to monitor and control all facets of a diverse entrepreneurial market,
looking for new opportunities, likewise. The scope of investigation is therefore very broad and the
mobile devices, providing services and solution for worldwide dynamics and evolving markets. Inside Nokia†s organization, benchmarking is used in order to
wikis, forums for discussion, video services (Youtube and Slideshare), have provided dynamic and direct sources for interact and collect/share information.
pervasive services: Approaches and perspectives. In: IEEE International Conference Pervasive Computer Communication Work PERCOM Work, pp 525†530
GIA (2010) How Social media is Redefining Benchmarking GIA Services White paper (vol 1 41. Normann R, Ramã rez R (1994) Designing interactive strategy:
1 Cloud computing and mobile services issues have been discussed in Chaps. 2 and 3 respectively 90 5 IT Consumerization
and will use own devices and services. This can lead to a better customer satisfaction as well as its corresponding financial
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
usage of information on employees†devices by the services running on them 2. the possibility of losing corporate data as a result of access by unknown users
easier, with information and services accessible from anywhere and anytime by using any device. For example, if an employee knows heshe may later need access
management framework and are accessing applications and cloud services that may or may not be provided by
from human resources and legal to IT, corporate services, and most impor -tantly, end users. This is an ideal opportunity to define all the components of the
and the available services such as email and calendar 4. To enable the technology and plan deployment:
-agement Services, which provide the infrastructure that is needed to protect office content and other Information Rights Management.
3 Chapter 3 on mobile services provide further insights and details about these issues 102 5 IT Consumerization
the cloud, such as Office 365, IT management services from the cloud, such as Windows Intune, virtualized desktops or apps, application gateways to publish
and cloud services to deliver apps to devices 16 5. 5 Strategies for IT Consumerization 103
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.
-less, 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.
computing assets that are shared by the company in addition to the services shared by the other parties in the world 4. Thus, the individual services, which together
referred to as electronic messaging, are developed to address a specific need and are designed to make effective utilization of resources in a given situation
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
past experiences and a bundle of additional services, supporting socialization among people 15. Based on the previous facts, organizations are trying to
and real world systems such as workflow, human-provided services, as well as 6. 4 Digital Collaboration Systems and Ideas 127
in order to identify themselves as humans and not automated services or programs, they contribute to digitizing books
applications and software services provider. The introduced technology has suc -ceeded to achieve high satisfaction rates from both the members of the faculties
services Taking these issues into account, companies see their identity as represented by their brands, constantly challenged by new digital business scenarios, rapidly
the velocity of new digital products and services design and distribution. The consequence is a continual revision of value propositions and business models for
networks and mobile services (discussed in Chaps. 3 and 4, respectively) create major concerns for a business digital identity as well as for citizens at global level
including security products, security services, such as, e g.,, training, regulations and/or law enforcement, etc •Cost to society is ††the sum of direct losses, indirect losses,
-tion on products and services actually available on the market; on the other hand exclusivity, relying on offering products
and services not provided by competitors can allow an improved differentiation when coupled with switching costs creation
and deliver services and products fitting captivating brand promises. Accordingly, Barwise and Meehan 23 point out that businesses
Translation Services (NTS) calls, that are calls to 08 numbers (†NTS numbers†27; among the effects of the Ofcom initiatives, 0870 numbers would no longer
digital services advisory group, federal chief information officers council, and federal web managers council 16.
external efficiency of the services that the IT department delivers to the business therefore, Simonsson et al. 21 refer to the external efficiency as IT governance
provide quality services to its citizens and consequently to align itself to the e -government strategy to increase delivery, integration and quality of electronic
government services, thus, leading its adoption by citizens, residents and busi -nesses. That is, because all government agencies need to integrate seamlessly to
provide electronic services to its stakeholders, thus, increasing their interaction For example, the system integration of Ministry of Education with Ministry of
actual frameworks in place to support its services, which have caused significant level of misunderstanding over just who own which role in the enterprise, and a
2. the division responsible about application services lacks with regard to con -sistency to audit data analysis history
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
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.
innovative applications and services. In fact, especially where the company†s business is linked increasingly to innovation and technology, the real source of
and services. Thus, the BM of a company must contain a description that sum -marizes how it intends to deliver value to current and prospective customers and
companies producing complementary products/services Table 9. 5 BM dimension: architecture Constituent element Description Key processes The set of essential activities (planning, development, production, sales) which
-porated in goods or services offered by a company to protect its margins through differentiation or the renewal of its offering;
the production costs of many goods and services possible, but, even more significantly, have expanded the possibilities for consumer choice,
-mentary services, outlining the relationship between the parts that make up an enterprise†s network. In the light of the great variability of markets and of increas
or services. The outputs are finished or intermediate goods used as input for another transformation or value creating process.
goods and services. In this sense, the network can undoubtedly be counted among the most significant radical innovations, that is those innovations that have as a
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 •A source of value 9. 4 Digital Business model Innovation:
information services to create and appropriate part of the value generated by the production and publication of content that users generally expect to have free
products and services targeted to the needs of the customers themselves Among the successful examples of innovation of a business model that can
and production of highly customized goods and services Digital resources Information and data in a digital form, duly selected, organized
and services offered by the various competitors Industry extension The value creation made possible by the Internet and new digital
Consequently, information retrieval and filtering services have a high value for consumers. In fact, the search engines like Google and
and services offered to customers Accelerating the acquisition of innovation and containing the costs of research
models for mobile services. Int J Mob Commun 4: 645†661 28. Hamel G (2000) Leading the revolution.
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
based office and provides its services mainly in the USA market. The management team is composed of data scientists, mathematicians, security experts and industry
Additional services are provided to merchants, in form of tools for resolving billing issues before they become disputes, increasing customer
services. The underlying idea is that the global value of Billguard increases with the number of customers and merchants using it,
kind of services, enabling them to increase customer satisfaction and decrease the cost of dispute management
services. The card itself and the underlying financial services are provided by Sunrise Banks, while True Link Financial is focused on developing the interface
-ment services, and health care organizations In Table 10.15 the time-to-market drivers show a very young and promising
clients and prospects, should devise similar services to avoid being cut out of the game Table 10.16 shows a good User Value, with very positive feedback from the
All services and initiatives share a customer-oriented approach, dedicated to increasing customer intimacy loyalty, engagement and viral diffusion
a prevalence of digital innovations focusing on the converge of mobile services Instabank, Truelink, Acceptemail, Starbucks Digital Ventures), social listening
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 behav
convergence of mobile services, sensors technologies, and social networks Accordingly, we have outlined the main implications of new marketing perspec
advancement of mobile technology, digital services, social networks, sensors, and IT Consumerization, likewise. Besides the benefits, collaboration contributed to
3 Mobile Services Abstract 3. 1†Introduction 3. 2†Mobile Services Drivers and Challenges 3. 3†Digital Management Solutions
3. 4†Case studies 3. 5†Summary References 4 Social Listening Abstract 4. 1†Introduction 4. 2†Marketing Analysis as Social Listening
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