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Networked enterprise business model alignment: A case study on smart living

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Abstract

One of the first steps in innovation projects and entrepreneurial initiative involves formulating a Business Model (BM) that describes the value creation, delivery and capturing logic of a business idea. However, when formulating a BM for networked enterprises, the alignment of the collective BM, supporting the joint service or product on offer, and the underlying operational processes of the networked businesses, need to be taken into account. This paper analyses the concept of Business Model Alignment (BMA) based on qualitative case studies of two Smart Living projects in Finland and China. To begin with, a Business Model framework (STOF) is applied to describe the high-level BM. Next, the Value, Information and Process (VIP) framework is applied to analyse BMA. The case studies show that an analytical framework, such as the VIP model, helps reveal the hurdles that may undermine BMA and, as a result, obstruct BM implementation. This paper contributes to existing BM literature by identifying the steps that are necessary to move from an abstract, often strategy-driven BM, of collaborating enterprises towards an aligned BM that can be implemented. This paper also contributes to theory formation by identifying the issues that play a role in achieving BMA.

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Notes

  1. For the sake of confidentiality, fictitious names are used.

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Acknowledgments

We would like to thank the editor and the three anonymous reviewers for their suggestions on earlier drafts of this paper. We are also grateful to many friends and colleagues who have commented on earlier versions of the paper, especially Mark de Reuver, Fatemeh Nikeyin and Wally Keijzer-Broers. Particular thanks are due to Matti Hämäläinen and Yan Ke, for their collaboration and generous support.

Author information

Authors and Affiliations

  1. Faculty of Technology, Policy and Management, Delft University of Technology, Delft, The Netherlands

    Sam Solaimani & Harry Bouwman

  2. IAMSR, Åbo Akademi, Turku, Finland

    Harry Bouwman

  3. Helsinki University of Technology, Helsinki, Finland

    Timo Itälä

Authors
  1. Sam Solaimani
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  2. Harry Bouwman
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  3. Timo Itälä
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Corresponding author

Correspondence to Sam Solaimani.

Appendix A: Interview questions

Appendix A: Interview questions

  1. Q1

    Background

    What is the background of the interviewee, company (s)he is working for, and his/her role and responsibilities, within the case?

  2. Q2

    Business Model

    1. a.

      What the project mission and vision?

      In terms of (intended) value proposition, technologies (to be) used, services (to be) provided, relationships with partners and customers, needed/available key resources.

    2. b.

      Who are the stakeholders and what are their roles?

      In terms of contributions, responsibilities, contracts, etc.

    3. c.

      What is the structure of the case costs and benefits?

      In terms of payments, revenues, ROI, etc.

  3. Q3

    Operational arrangement

  4. 3.1

    Value creation & exchange:

  1. a.

    What values are (should be) created and exchanged between, and captured from stakeholders?

    Referring to the core value objects and value goals that are required to drive the project towards the high level missions and visions discussed in Q2.

  2. b.

    How are (will) the values (be) created, exchanged and captured?

    Referring to the core value activities required for creation and capturing of values, and value dependencies (between stakeholders) created through exchange (or need) of value objects.

  3. 3.2

    Information creation & exchange:

  1. a.

    What information (resources) is (should be) created and exchanged between stakeholders?

    Referring to the core data, information and knowledge objects required for the value activities discussed in Q3.2

  2. b.

    How are the information (including data and knowledge) objects created and exchanged between stakeholders?

    Referring to the crucial information flows, information access (points and permissions), and information dependencies between information objects in the previous question.

  3. 3.3

    Primary Business Processes:

    1. a.

      What are the primary business processes (will be) shared among stakeholders?

      Referring to business processes required to enable the value and information activities discussed in Q3.2 & Q3.2.

    2. b.

      How are these business processes flow between stakeholders? Referring to the flow, behaviour, and boundaries of, and dependencies between business processes discussed in the previous question.

  4. Q4

    Problematic interactions

    1. a.

      What values and values activities (creation, exchange, capturing) are the most critical, vulnerable, complex, or problematic? And how to deal with them?

    2. b.

      What information resources and information activities (creation, exchange) are the most critical, vulnerable, complex, or problematic? And how to deal with them?

    3. c.

      What primary business processes are the most critical, vulnerable, complex, or problematic? And how to deal with them?

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Solaimani, S., Bouwman, H. & Itälä, T. Networked enterprise business model alignment: A case study on smart living. Inf Syst Front 17, 871–887 (2015). https://doi.org/10.1007/s10796-013-9474-1

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