The Experts below are selected from a list of 159201 Experts worldwide ranked by ideXlab platform
Sebastian Ullrich - One of the best experts on this subject based on the ideXlab platform.
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strategic development of Business models implications of the web 2 0 for creating value on the Internet
Long Range Planning, 2010Co-Authors: Bernd W. Wirtz, Oliver Schilke, Sebastian UllrichAbstract:Abstract There is virtually a consensus that, to remain competitive, firms must continuously develop and adapt their Business models. However, relatively little is known about how managers can go about achieving this transformation, and how, and to what extent, different types of Business models should be adapted. To illustrate the differential effect of environmental changes on different Business model types, this article draws from the ‘4C’ Internet Business model typology to elaborate on how a recent wave of changes on the Internet – the emergent Web 2.0 phenomenon – is affecting each of its four Business model types. We argue that Web 2.0 trends and characteristics are changing the rules of the ‘create and capture value’ game, and thus significantly disrupt the effectiveness of established Internet Business models. Since systematic empirical knowledge about Web 2.0 factors is very limited, a comprehensive Web 2.0 framework is developed, which is illustrated with two cases and verified through in-depth interviews with Internet Business managers. Strategic recommendations on how to what extent different Web 2.0 aspects affect each Business model type are developed. Executives can use the ideas and frameworks presented in the article to benchmark their firm's efforts towards embracing the changes associated with the Web 2.0 into their Business model.
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Strategic development of Business models: Implications of the web 2.0 for creating value on the Internet
Long Range Planning, 2010Co-Authors: Bernd W. Wirtz, Oliver Schilke, Sebastian UllrichAbstract:There is virtually a consensus that, to remain competitive, firms must continuously develop and adapt their Business models. However, relatively little is known about how managers can go about achieving this transformation, and how, and to what extent, different types of Business models should be adapted. To illustrate the differential effect of environmental changes on different Business model types, this article draws from the '4C' Internet Business model typology to elaborate on how a recent wave of changes on the Internet - the emergent Web 2.0 phenomenon - is affecting each of its four Business model types. We argue that Web 2.0 trends and characteristics are changing the rules of the 'create and capture value' game, and thus significantly disrupt the effectiveness of established Internet Business models. Since systematic empirical knowledge about Web 2.0 factors is very limited, a comprehensive Web 2.0 framework is developed, which is illustrated with two cases and verified through in-depth interviews with Internet Business managers. Strategic recommendations on how to what extent different Web 2.0 aspects affect each Business model type are developed. Executives can use the ideas and frameworks presented in the article to benchmark their firm's efforts towards embracing the changes associated with the Web 2.0 into their Business model. © 2010 Elsevier Ltd.
Saputri, Intan Dwi - One of the best experts on this subject based on the ideXlab platform.
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STRATEGI MENINGKATKAN KUALITAS PELAYANAN MELALUI DIGITALISASI PRODUK PERBANKAN PADA PT. BANK MANDIRI (PERSERO) TBK KANTOR CABANG MALANG WAHID HASYIM PADA PT. BANK MANDIRI (PERSERO) TBK KANTOR CABANG MALANG WAHID HASYIM
2020Co-Authors: Saputri, Intan DwiAbstract:With advances in technology, people are increasingly using Internet to access financial services. The purpose of this study is to be able to find out how a digital-based service innovation provided by PT Bank Mandiri (Persero) Malang Branch Office Wahid Hasyim to customers, then whether the service has been able to meet the standard operating procedures (SOP). Data collection used in conducting this research is to use interview and documentation methods. Data analysis techniques using qualitative descriptive analysis. The results of this study indicate that a strategy carried out at PT Bank Mandiri (Persero) Malang Branch Office Wahid Hasyim in improving a quality of its services through digital-based technology is on the Mobile Internet Business Application (MIB), Mandiri Auction Application, Mandiri Fiestapoin Application, Internet Banking, Mobile Banking, SMS Banking, ATM. In addition, Bank Mandiri also applies to 5 dimensions of improving the quality of banking services, namely reliability, responsiveness, assurance, empathy, and tangible
Bernd W. Wirtz - One of the best experts on this subject based on the ideXlab platform.
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strategic development of Business models implications of the web 2 0 for creating value on the Internet
Long Range Planning, 2010Co-Authors: Bernd W. Wirtz, Oliver Schilke, Sebastian UllrichAbstract:Abstract There is virtually a consensus that, to remain competitive, firms must continuously develop and adapt their Business models. However, relatively little is known about how managers can go about achieving this transformation, and how, and to what extent, different types of Business models should be adapted. To illustrate the differential effect of environmental changes on different Business model types, this article draws from the ‘4C’ Internet Business model typology to elaborate on how a recent wave of changes on the Internet – the emergent Web 2.0 phenomenon – is affecting each of its four Business model types. We argue that Web 2.0 trends and characteristics are changing the rules of the ‘create and capture value’ game, and thus significantly disrupt the effectiveness of established Internet Business models. Since systematic empirical knowledge about Web 2.0 factors is very limited, a comprehensive Web 2.0 framework is developed, which is illustrated with two cases and verified through in-depth interviews with Internet Business managers. Strategic recommendations on how to what extent different Web 2.0 aspects affect each Business model type are developed. Executives can use the ideas and frameworks presented in the article to benchmark their firm's efforts towards embracing the changes associated with the Web 2.0 into their Business model.
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Strategic development of Business models: Implications of the web 2.0 for creating value on the Internet
Long Range Planning, 2010Co-Authors: Bernd W. Wirtz, Oliver Schilke, Sebastian UllrichAbstract:There is virtually a consensus that, to remain competitive, firms must continuously develop and adapt their Business models. However, relatively little is known about how managers can go about achieving this transformation, and how, and to what extent, different types of Business models should be adapted. To illustrate the differential effect of environmental changes on different Business model types, this article draws from the '4C' Internet Business model typology to elaborate on how a recent wave of changes on the Internet - the emergent Web 2.0 phenomenon - is affecting each of its four Business model types. We argue that Web 2.0 trends and characteristics are changing the rules of the 'create and capture value' game, and thus significantly disrupt the effectiveness of established Internet Business models. Since systematic empirical knowledge about Web 2.0 factors is very limited, a comprehensive Web 2.0 framework is developed, which is illustrated with two cases and verified through in-depth interviews with Internet Business managers. Strategic recommendations on how to what extent different Web 2.0 aspects affect each Business model type are developed. Executives can use the ideas and frameworks presented in the article to benchmark their firm's efforts towards embracing the changes associated with the Web 2.0 into their Business model. © 2010 Elsevier Ltd.
Oliver Schilke - One of the best experts on this subject based on the ideXlab platform.
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strategic development of Business models implications of the web 2 0 for creating value on the Internet
Long Range Planning, 2010Co-Authors: Bernd W. Wirtz, Oliver Schilke, Sebastian UllrichAbstract:Abstract There is virtually a consensus that, to remain competitive, firms must continuously develop and adapt their Business models. However, relatively little is known about how managers can go about achieving this transformation, and how, and to what extent, different types of Business models should be adapted. To illustrate the differential effect of environmental changes on different Business model types, this article draws from the ‘4C’ Internet Business model typology to elaborate on how a recent wave of changes on the Internet – the emergent Web 2.0 phenomenon – is affecting each of its four Business model types. We argue that Web 2.0 trends and characteristics are changing the rules of the ‘create and capture value’ game, and thus significantly disrupt the effectiveness of established Internet Business models. Since systematic empirical knowledge about Web 2.0 factors is very limited, a comprehensive Web 2.0 framework is developed, which is illustrated with two cases and verified through in-depth interviews with Internet Business managers. Strategic recommendations on how to what extent different Web 2.0 aspects affect each Business model type are developed. Executives can use the ideas and frameworks presented in the article to benchmark their firm's efforts towards embracing the changes associated with the Web 2.0 into their Business model.
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Strategic development of Business models: Implications of the web 2.0 for creating value on the Internet
Long Range Planning, 2010Co-Authors: Bernd W. Wirtz, Oliver Schilke, Sebastian UllrichAbstract:There is virtually a consensus that, to remain competitive, firms must continuously develop and adapt their Business models. However, relatively little is known about how managers can go about achieving this transformation, and how, and to what extent, different types of Business models should be adapted. To illustrate the differential effect of environmental changes on different Business model types, this article draws from the '4C' Internet Business model typology to elaborate on how a recent wave of changes on the Internet - the emergent Web 2.0 phenomenon - is affecting each of its four Business model types. We argue that Web 2.0 trends and characteristics are changing the rules of the 'create and capture value' game, and thus significantly disrupt the effectiveness of established Internet Business models. Since systematic empirical knowledge about Web 2.0 factors is very limited, a comprehensive Web 2.0 framework is developed, which is illustrated with two cases and verified through in-depth interviews with Internet Business managers. Strategic recommendations on how to what extent different Web 2.0 aspects affect each Business model type are developed. Executives can use the ideas and frameworks presented in the article to benchmark their firm's efforts towards embracing the changes associated with the Web 2.0 into their Business model. © 2010 Elsevier Ltd.
Albert A Angehrn - One of the best experts on this subject based on the ideXlab platform.
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designing mature Internet Business strategies the icdt model
European Management Journal, 1997Co-Authors: Albert A AngehrnAbstract:This paper illustrates a systematic approach to the analysis and classification of Business-related Internet strategies, as well as a framework to guide the strategy-building process of companies aiming at redesigning or innovating their products and services in the light of new opportunities and competitive pressures generated by the spread of the Internet. First, the paper shows that current strategies adopted by large and small companies worldwide have been generally based on a narrow, unidimensional interpretation of the Internet, as either an Information, a Communication, a Distribution or a Transaction channel (ICDT Model). The model is then used as a systematic framework guiding (1) the analysis of how traditional products and services are redesigned in the light of the Internet, and (2) the identification of organisational adjustments companies need to undergo in order to fully exploit the Business opportunities created by the Internet.