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Business Aspects of Web Services / by Christof Weinhardt, Benjamin Blau, Tobias Conte, Lilia Filipova-Neumann, Thomas Meinl, Wibke Michalk
Contributor(s): Resource type: Ressourcentyp: Buch (Online)Book (Online)Language: English Series: SpringerLink BücherPublisher: Berlin, Heidelberg : Springer-Verlag Berlin Heidelberg, 2011Description: Online-Ressource (XI, 197p. 35 illus., 1 illus. in color, digital)ISBN:- 9783642224478
- 005.7
- 006.7/8 006.78
- QA76.76.A65
- TK5105.88813 .B87 2011
Contents:
Summary: Wibke MichalkSummary: Driven by maturing Web service technologies and the wide acceptance of the service-oriented architecture paradigm, the software industry's traditional business models and strategies have begun to change: software vendors are turning into service providers. In addition, in the Web service market, a multitude of small and highly specialized providers offer modular services of almost any kind and economic value is created through the interplay of various distributed service providers that jointly contribute to form individualized and integrated solutions. This trend can be optimally catalyzed byPPN: PPN: 1651068585Package identifier: Produktsigel: ZDB-2-SCS
Business Aspects of Web Services; Foreword; Preface; Contents; Chapter 1: Introduction; References; Part I Web Service Business Models; Chapter 2: Services vs. Web Services; 2.1 Service Definitions in Literature; 2.1.1 Business Perspective; 2.1.2 Computer Science Perspective; 2.2 Classifying Services; 2.3 Summary; References; Chapter 3: Service Value Networks; 3.1 Introduction; 3.2 Definition and Related Concepts; 3.3 Formalization of Service Value Networks; 3.3.1 Formal Model; 3.4 Assessing the Value of SVNs in Practice; 3.4.1 The Web Service Market
3.4.2 Real-World SVN Forerunner: AppExchange3.4.3 Research Activities on SVNs: TEXO; 3.4.4 Fictional Examples of Complex Service Compositions; 3.4.4.1 Payment Processing; 3.4.4.2 MeetingAssist; 3.5 Conclusion; 3.5.1 Benefits for SVN Participants; 3.5.2 Minimum Requirements Imposed by the Platform Operator; References; Chapter 4: Business Models; 4.1 The Concept ``Business Model''; 4.1.1 Origin and Development of the Concept``Business Model''; 4.1.2 Different Perspectives and Usage of the Term``Business Model''; 4.2 State-of-the-Art Business Models: An Analysis; 4.2.1 Methodology
4.2.2 Overview on State-of-the-Art Business Models:A Qualitative Analysis4.2.2.1 Timmers (1998, 1999); 4.2.2.2 Lindström (1999); 4.2.2.3 Nilsson et al. (1999); 4.2.2.4 Hamel (2000); 4.2.2.5 Heinrich (2000), Heinrich and Leist (2000); 4.2.2.6 Klueber (2000); 4.2.2.7 Mahadevan (2000); 4.2.2.8 Zimmermann (2000); 4.2.2.9 Bartelt and Lamersdorf (2000), Bartelt et al. (2001); 4.2.2.10 Afuah and Tucci (2001); 4.2.2.11 Alt and Zimmermann (2001); 4.2.2.12 Amit and Zott (2001); 4.2.2.13 Buchholz and Bach (2001), Bach et al. (2003); 4.2.2.14 Rappa (2001); 4.2.2.15 Gordijn and Akkermans (2001)
4.2.2.16 Müller-Stewens and Lechner (2001)4.2.2.17 Weill and Vitale (2001); 4.2.2.18 Wirtz (2001); 4.2.2.19 Yu (2001); 4.2.2.20 Bieger et al. (2002); 4.2.2.21 Chesbrough and Rosenbloom (2002); 4.2.2.22 Magretta (2002); 4.2.2.23 Osterwalder and Pigneur (2002); 4.2.2.24 Stähler (2002); 4.2.2.25 Pateli and Giaglis (2003); 4.2.2.26 Scheer et al. (2003); 4.2.2.27 Osterwalder (2004), Osterwalder et al. (2005); 4.2.3 Quantitative Analysis of the State-of-the-ArtBusiness Models; 4.2.4 Concepts Related to But Not Part of a Business Model; 4.2.4.1 Differentiation from Business Strategy
4.2.4.2 Differentiation from Implementation4.2.4.3 Differentiation from Business Plan and Business Case; 4.2.4.4 Differentiation from External Forces; 4.2.4.5 Summary; 4.2.5 Typologies of Business Models; 4.3 Customer Integration; 4.3.1 Two Facets of Customer Integration; 4.3.1.1 Prosumption; 4.3.1.2 Crowdsourcing; 4.3.2 Interim Conclusion; 4.4 A Business Model Framework for Business Networks; 4.4.1 Shortcomings of State-of-the-Art Business Models; 4.4.2 Definition of a Business Model Frameworkfor Business Networks; 4.4.2.1 Pillars of the Business Model Framework
4.4.2.2 Components of the Business Model Framework
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