Communications of the Association for Information Systems (Volume 16‚ 2005) 1-25 1 CLARIFYING BUSINESS MODELS: ORIGINS‚ PRESENT‚ AND FUTURE OF THE CONCEPT Alexander Osterwalder University of Lausanne and BusinessModelDesign.com Yves Pigneur University of Lausanne yves.pigneur@unil.ch Christopher L. Tucci Swiss Federal Institute of Technology ABSTRACT This paper aims to clarify the concept of business models‚ its usages‚ and its roles in the Information Systems domain. A review of the literature
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LEGO business Model Innovation. It also narrates the brief history of Lego Company. The Lego Game was divided into two parts. In the first part the different participants of the supply chain was without permission to communicate with the up- or downstream sites in the supply chain. It also demonstrates the significance of each element in the legal business model. It describes the four elements of business model which helps LEGO system. It also explains the viewpoints of LEGO city business model
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Strategies for business process outsourcing: An analysis of alternatives‚ opportunities and risks Author: Subrata Chakrabarty Electronic Business: Concepts‚ Methodologies‚ Tools and Applications‚ vol. 1‚ no. ch020‚ pp. 290312‚ 2009 290 Kindlv include citation for references: Chakrabarty‚ S. (2009). Strategies for Business Process Outsourcing: An Analysis of Alternatives‚ Opportunities‚ and Risks. In I. Lee (Ed.)‚ Electronic Business: Concepts‚ Methodologies‚ Tools‚ and Applications
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declining sales and reduced profits since 2008. Methodology Research for this report is based on current literature about business process management and relevant companies‚ transcript of the management meeting‚ financial statements‚ and other miscellaneous information supplied by Omnicrons’ CEO. Findings The major findings indicate the lack of a streamlined computer-based business system‚ coordination amongst departments’ managers and employees‚ IT facilities and equipment. These cause a range of
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Reinventing your business model Summary by Armen Sargsyan Business innovations have reshaped entire industries and redistributed billions of dollars of value. However‚ stories of business model innovation from well-established companies are rare as new business models often look unattractive to internal and external stakeholders. Business models consist of four interlocking elements that taken together
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have changed‚ and the business models governing companies a unilateral way there have forced an adaptation to technologies and market trends to continue in this way in a successful way. Undeniably‚ one of the most important factors that gave this result is that Blockbuster is not coupled to the new market trends‚ refusing to change its business model to new technology revenues‚ and most importantly‚ did not pay attention to the needs of its consumers. Although the business model Blockbuster rents
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Business Process Redesign or Reengineering Business Process Redesign (BPR) or Reengineering is "the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical‚ contemporary measures of performance‚ such as cost‚ quality‚ service‚ and speed" (Hammer and Champy‚ Reengineering). Since the BPR idea has surfaced it has been under constant ridicule by the popular press. They say it takes far too long‚ creates management headaches‚ fails 70% of the
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design Business Process Mapping Catapult exercise on variability Cause & effects diagram (also known as fishbone or Ishikawa diagram) Chi-square test of independence and fits Control chart Correlation Cost-benefit analysis CTQ tree Quantitative marketing research through use of Enterprise Feedback Management (EFM) systems Design of experiments Failure mode and effects analysis General linear model Histograms Homoscedasticity Pareto chart Pick chart Process capability
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A CRITIQUE on Reengineering Work: Don’t Automate‚ Obliterate by Michael Hammer Harvard Business Review July-August 1990 Summary Hammer emphasises the futility of using Information Technology to mechanise the existing processes. He believes in necessity for breaking away from the outdated rules and fundamental assumption that underlie operations to keep up with the quickly changing‚ growing competitiveness. To achieve this‚ companies should use the power of modern Information
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htm BPMJ 18‚2 Maturity models in business process management ¨ Maximilian Roglinger 328 FIM Research Center Finance and Information Management‚ University of Augsburg‚ Augsburg‚ Germany‚ and ¨ ¨ Jens Poppelbuß and Jorg Becker ¨ European Research Center for Information Systems‚ University of Munster‚ ¨ Munster‚ Germany Abstract Purpose – Maturity models are a prospering approach to improving a company’s processes and business process management (BPM) capabilities. In fact
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