Business Modelling in the Dynamic Digital Space: An by Omar A. El Sawy, Francis Pereira (auth.)

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By Omar A. El Sawy, Francis Pereira (auth.)

​This Springer Briefs quantity courses the reader in a finished shape to layout new electronic enterprise types. The ebook presents strategic roadmaps for corporations within the electronic international, and a entire framework to evaluate new enterprise versions. It aligns either, examine and a realistic standpoint via genuine case examine examples. Even severe eventualities are hired to make sure that leading edge ways are being thought of adequately.

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A new service offering geared toward getting doctors and patients more tightly integrated with the insurance company is Humana’s ‘‘medical home’’ concept being tried out with Medicare Advantage customers in Florida. In the ‘‘medical home’’, doctors serve as ‘‘quarterbacks’’ for their elderly patients’ whole lifestyles, using technology to manage exercise, weight, nutrition, prescriptions. The doctor serves as the communication hub for specialists and testing centers, with the goal of managing a patient’s wellness instead of waiting for acute emergencies to drive a patient into the doctor’s office.

So, conceivably we could build design theories for different classed of digital business models. Similarly, we could build a design theory for long-tail business models, or social media business models, or open innovation business models, ex cetera. We could also use kernel theories from the social sciences such as consumer behavior, transaction cost theory of the firm, or organizational behavior. However, in order to do that we first need to develop a conceptual framework for articulation, development and better understanding o f the components of digital business models.

In a sense, this narrative is like Nike’s, where we saw service innovation spurred by the emergence of new capabilities, but in another sense it is like Humana’s, where innovators were actively trying to assemble the puzzle pieces of an envisioned, intended business model. 3 Case Study 3: Zipcar 47 Fig. 3 Zipcars’ ecosystem. 6 ZipCar and tweaks in the traditional car rental business model Traditional model ZipCar Value Rental of cars by mainly business proposition travelers at transportation hubs, such as airports Interface Tele-phone or internet reservation Service platform Organizing model Revenue model Hourly rental of cars from decentralized locations for urban apartment dwellers who don’t own cars Multimodal access and through wide area network Proprietary network with limited access Corporate intranet with limited access Limited partnerships with some Partnerships with universities and other hotel chains and travel agencies entities Daily car rentals and optional Membership fee and hourly rental of cars insurance We mark the point of establishment, where Zipcar went from being a digital service to a digital business model, around the time it merged with its rival Flexcar in 2007.

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