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CCT 355: E-Business Technologies. Class 9 : Business Model Generation : Design and Evaluation. Final Project. Identify a real organization that you have real contact with

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Cct 355 e business technologies

CCT 355: E-Business Technologies

Class 9: Business Model Generation : Design and Evaluation

Final project
Final Project

  • Identify a real organization that you have real contact with

  • Identify business information systems needs (as defined in this course – do *not* only suggest simple e-commerce solutions, web design/marketing solutions, etc. - the former no one hires consultants for, the latter is interesting, but not this course.)

  • Think people, process, context as well as technology


  • Who are the main stakeholders in this organization? What are their skills/interests? Are they likely to be champions of change? Resisters? Helpers? Bystanders?

  • Who are major customers/clients of organization? Allied partners? Main competitors?

  • Are they likely to be champions of change? Helpers? Resisters? Bystanders?


  • What does this organization do?

  • What might it like to do with more resources/time/technology support, etc.?

  • What can it do better? (e.g., are there processes that can be made more efficient through information systems change?)

  • What should it probably *not* do?


  • What are larger contextual, regulatory, macroeconomic, strategic, etc. factors influencing this organization at present?

  • Are there changes in these factors that might post medium- to long-term challenges or opportunities?

Then think technology
Then think technology!

  • What information systems improvements can you identify (based on what you’ve learned about the organization!)

  • What resource implications are involved in implementing these solutions?

  • Feel free to offer a range of options – sometimes there are cheap to expensive options, less to more powerful, etc.

  • Feel free to critique and note limitations of your options

  • Make sure proposed solutions a) meet the organization’s profile and needs and b) are feasible given organizational financial, human, time resource constraints

  • Implementation not required – but should be implementable.

Use either bmg or change management simulation
Use either BMG or Change Management Simulation!

  • Which one? Depends on context

  • Small organization where most people are on board for change – no need to analyze through change management simulation material

  • BMG can apply to most situations

Business model as narrative
Business model as narrative

  • Often key bit in new/evolving product/service: what’s the story?

  • Who is the audience?

  • How do I effectively relay story to audience?

  • “Elevator pitch” as example

  • Importance of scenarios and visual layout/thinking in process – even (especially?) if it’s sketchy

5 phases
5 Phases

  • Mobilize

  • Understand

  • Design

  • Implement

  • Manage

  • Your project = mostly the first three – the details are important, but come later

Empathy map
Empathy Map

  • What does customer see?

  • What does customer hear?

  • What do they really feel?

  • What do they do?

  • What is source of customer pain?

  • What is source of customer gain?

  • Addressing or ameliorating these core needs can be very effective

  • May also include thinking about what customer does not yet know they want

Designing models to meet changes in environment
Designing models to meet changes in environment

  • Resource driven changes – human or physical resource limitations

  • Offer driven changes – price point constraints

  • Customer driven changes – shifting customer demographic or interests

  • Finance driven changes – ability to secure and utilize capital

  • Multiple changes

B lue ocean evaluation
Blue Ocean Evaluation

  • For consideration of broader strategic change

  • What does change eliminate?

  • What does change reduce?

  • What does change raise?

  • What new opportunities are created?

  • Cirque du Soleil example (and a few disagreements.)