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Business Models

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Business Aspects of Web Services

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Abstract

Business models are oftentimes considered as “the most discussed and least understood aspect of the web. There is so much talk about how the web changes traditional business models. But there is little clear-cut evidence of exactly what this means” (Rappa 2001). Today, a whole decade later, this statement is still very true, especially when is is transferred to business models in newly arising business networks that are, for instance, fostered by Web service technologies. Business networks arise in an environment of intense but possibly short-run cooperation between different service providers and require a high degree of complementarity of services. For these requirements to be met, on the one hand technological changes need to take place. On the other hand, business networks for the automatic provisioning of Web services have some special economic features which must find consideration in the respective business models before they can be realized.

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Notes

  1. 1.

    Titles, abstracts, keywords, and full texts of all articles in the Business Source Premier database of scholarly business journals were searched electronically for the string “business model.”

  2. 2.

    Bellman et al. (1957) used the term in an article published in a journal for operations research.

  3. 3.

    Tim O’Reilly is founder and CEO of O’Reilly Media. He is reckoned a pioneer supporter of the open source movement and is widely credited with coining the term Web 2.0, http://en.wikipedia.org/wiki/Tim_O’Reilly – 2011-03-01.

  4. 4.

    Cp. also Sect. 4.4.2.1 as well as Chaps. 6–8.

  5. 5.

    The definition was initially set up as a working paper (Chesbrough and Rosenbloom 2000).

  6. 6.

    Note that the final building blocks for this book’s business model definition will be introduced in Sect. 4.4.2.2. The components introduced above are only for the purpose of analyzing the state-of-the-art literature.

  7. 7.

    Cp. e.g., Papakiriakopoulos et al. (2001), Schwickert (2004).

  8. 8.

    Bartelt and Lamersdorf (2000) and Bartelt et al. (2001) are not explicitly listed in the matrix overview due to their analogy to Timmers (1999).

  9. 9.

    Venture capitalists or outside creditors as well as investors when it comes to going public.

  10. 10.

    Cp. e.g., (Afuah and Tucci 2003; Eisenmann et al. 2001; Linder 2000; Rappa 2001; Timmers 1998; Weill and Vitale 2001; Wirtz 2001).

  11. 11.

    http://mindstorms.lego.com/.

  12. 12.

    The Mindstorms software license includes a “right to hack.”

  13. 13.

    http://innocentive.com/.

  14. 14.

    Source: http://www2.innocentive.com/about-innocentive/facts-stats, Status: 31.01.2011.

  15. 15.

    For instance, a service lifecycle can be composed of the phases innovation, offering, matchmaking, usage, and feedback (Stathel et al. 2008), the latter again being closely connected to (re-)innovation (adapted from traditional product value chains, cp. e.g., Kotler and Armstrong (2001)).

  16. 16.

    Or vice versa, a company entering a new business may acquire its core capabilities according to a desired position in the value system.

  17. 17.

    http://www.dell.com.

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Authors and Affiliations

  1. Karlsruhe Institute of Technology Institute of Information Systems and Management, Englerstr. 14, 76131, Karlsruhe, Germany

    Christof Weinhardt, Benjamin Blau, Tobias Conte, Thomas Meinl & Wibke Michalk

  2. Research Center for Information Technology, Haid-und-Neu-Str. 10-14, 76131, Karlsruhe, Germany

    Lilia Filipova-Neumann

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  1. Christof Weinhardt
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  2. Benjamin Blau
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Correspondence to Christof Weinhardt .

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Weinhardt, C., Blau, B., Conte, T., Filipova-Neumann, L., Meinl, T., Michalk, W. (2011). Business Models. In: Business Aspects of Web Services. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-22447-8_4

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  • DOI: https://doi.org/10.1007/978-3-642-22447-8_4

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