business model

As a result of dynamic markets, industrial companies often reach their limits to remain competitive. Smart connected solutions (SCS) comprise data-based and service-oriented offerings to stay successful. This paper provides practice-oriented insights into SCS maturity, challenges in building SCS business models and recommendations for action for industrial companies.

Blockchain technology attracted a great deal of attention with its first application Bitcoin. In addition to the multitude of practical solutions, initiatives and research efforts of the industry, the number of scientific publications on the topic of blockchain is comparatively low. Right now, there is a lack of universal standards and uniform terminology. One way of documenting blockchain technology could be a morphological box. In addition to the advantage of clarity, this type of information structuring offers further advantages that can be considered helpful in creating a comprehensive overview. In order to create such a morphological box, various features of the blockchain technology must be identified and described in detail. One of these features is the “business model”, for which the 4 different characteristics “infrastructure provider”, “platform provider”, “system integrator” and “application provider” have been identified.

The digital transformation continues to progress. In the course of this digital change, new technologies are constantly being developed and topics such as artificial intelligence, big data analytics or blockchain are moving into the focus of companies and the general public. Blockchain technology attracted a great deal of attention with its first application Bitcoin.

In many industries, the transformation of value creation is accelerating as a result of the fundamental change from pipelines business to platform business. For taking part in the new platform business companies need to develop innovative business models. The framework developed for designing digital platforms includes the type of value contribution (what?), the actors involved (who?), the reason for the value contribution (why?) and the way of value creation (how?). The design hints derived from the framework are subsequently used to develop B2B platforms to illustrate their relevance and impact.

An investigation of Industry 4.0 project examples of selected companies with a focus on possible resulting business model innovations shows that these innovations can certainly be triggered by Industry 4.0 projects. How-ever, the results of our investigation also show that the share of business model innovations with 22% out of the 158 selected companies is, however, at a rather low range. Disruptive business model innovations are mainly found in companies of the manufacturing industry. Their focus is no longer only on the production or processing of products, but also on a clear added value for the customer. In this article, these aspects are further elaborated and selected study results are presented.

Digitization opens extensive opportunities to gather real time information, exchange them and use them for a variety of different purposes. In industry, the related developments are referred to as the transition to Industry 4.0. They relate to the workplace design as well as to the alignment of business strategies and the underlying business models.

Cloud computing is the buzzword of the last years; meanwhile, it becomes more present in the product portfolios of IT service providers. A lot of newcomers emerge in the cloud market and established player extend their traditional IT business with cloud aspects. Based on a comprehensive literature analysis, a structured framework for cloud business models is synthetized. This framework is used to investigate and compare 29 successful business models in the cloud market. With the help of a cluster analysis, four common patterns of combination are identified for cloud business models. These clusters induce recommendations for action for IT service providers in the cloud market.