BMR Deliverable 1.3 Conceptualization of business model roadmapping

Research output: Book/ReportReportProfessional

Abstract

Designing and testing a new business model is challenging in itself, but how to make the transition to that new business model in reality? When to start investing in new technologies? When to attract that new type of employees that are capable of dealing with new services? Until when to postpone decisions to see how the market is developing, and what are points of no return? These types of issues are being dealt with in a business model roadmap. While roadmapping is nothing new, most roadmapping approaches focus on technology development. Moreover, roadmapping is typically used as a tool for project management and strategic planning rather than an integral part of strategy making and business model design. How to deal with services, how to deal with partnerships and how to holistically deal with business model aspects is not part of mainstream roadmapping approaches. We define business model roadmapping as the process of developing a business model roadmap as a plan with intermediate steps achieve a desired business model B starting from a business model A. A business model roadmap is thus a description or a plan that describes what intermediate steps and critical decisions have to be taken to achieve a desired business model. In this report, we develop a practical approach to business model roadmapping. We develop the core concepts for business model roadmapping in Section 1. A step-wise approach to business model roadmapping for a single new business model is developed in Section 2, which we illustrate with a simplified case study. Section 3 deals with more advanced variations on the approach, including in which multiple new business models are considered as alternatives. Section 4 deals with core concerns and issues that warrant attention in business model roadmapping. We illustrate these core concepts with four illustrative case studies (Section 5). A first case focuses on defining converged communication services, and compares how two alternative business models impact the business model roadmap. A similar technology driven case is the case on mobile cloud computing. The Galileo case is focused on requiring revenues for multiple involved actors, describing a wait-and-see an a more assertive roadmap. The Internet of Thing case focuses on how to move from an access provider service offering, while there are multiple options open for offering new services.
Original languageEnglish
Place of PublicationEnschede
PublisherNovay
Publication statusPublished - 2011

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PublisherNovay

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