A Modelling Method for Digital Service Design and Intellectual Property Management Towards Industry 4.0: CAxMan Case

The fourth industrial revolution, so-called Industry 4.0 is triggered by digitalization of manufacturing industries. According to global studies, Industry 4.0 will have significant positive impact in sense of revenue and cost reduction, but it will trigger also change and transformation of business, and the only actors, who can keep up with this transformation, and come up with innovative business models, can take advantages of this revolution. The value proposition proposed in those business models, nowadays are created collaboratively with using several intellectual properties, targeting characteristics of complex and relatively new market structures. We propose a model-driven approach and a corresponding toolkit, so-called “Business Modelling Infrastructure” that supports those actors during configuring their value propositions and business models, with knowing which characteristics of which market segment they are targeting and what kind of intellectual properties do they need to use and what are their dependencies and limitations. The work in the hand presents also a business modelling case for additive manufacturing, where the Business Modelling Infrastructure is applied. Finally, the work evaluates the Business Modelling Infrastructure with giving preliminary results from that business modelling case.

[1]  Robert Woitsch,et al.  Modelling method design: a model-driven approach , 2015, iiWAS.

[2]  Johannes Rüegg-Stürm,et al.  Strukturen und Ansätze einer Gestaltung von Beziehungskonfiguration —Das Konzept Geschäftsmodell , 2002 .

[3]  R. Kaplan,et al.  The balanced scorecard--measures that drive performance. , 2015, Harvard business review.

[4]  R. Amit,et al.  Value creation in E‐business , 2001 .

[5]  Kagermann Henning Recommendations for implementing the strategic initiative INDUSTRIE 4.0 , 2013 .

[6]  Dimitris Karagiannis,et al.  Metamodelling Platforms , 2002, EC-Web.

[7]  Steve Cook,et al.  Domain-Specific Development with Visual Studio DSL Tools , 2007 .

[8]  Robert Woitsch,et al.  The Mission Control Room , 2015 .

[9]  Michael A. Rappa,et al.  The utility business model and the future of computing services , 2004, IBM Syst. J..

[10]  Christopher L. Tucci,et al.  Internet Business Models and Strategies: Text and Cases , 2002 .

[11]  Stefan Kühne,et al.  Towards a comparative analysis of meta-metamodels , 2011, SPLASH Workshops.

[12]  Y. Pigneur,et al.  Business Model Generation , 2010 .

[13]  Peter Loos,et al.  Towards a Component-based Description of Business Models: A State-of-the-Art Analysis , 2012, AMCIS.

[14]  Harry Bouwman,et al.  Customer and Network Value of Mobile Services: Balancing Requirements and Strategic Interests , 2004, ICIS.

[15]  Yves Pigneur,et al.  Clarifying Business Models: Origins, Present, and Future of the Concept , 2005, Commun. Assoc. Inf. Syst..

[16]  Dimitris Karagiannis,et al.  Formalizing Meta Models with FDMM: The ADOxx Case , 2012, ICEIS.

[17]  Dimitris Karagiannis,et al.  Metamodels in action: An overview , 2006, ICSOFT.

[18]  Juha-Pekka Tolvanen,et al.  Domain-Specific Modeling: Enabling Full Code Generation , 2008 .

[19]  Jason R. Fitzsimmons,et al.  Clarifying the business model construct , 2008 .

[20]  James E. Richardson,et al.  The Business Model: An Integrative Framework for Strategy Execution , 2005 .

[21]  Ash Maurya,et al.  Running Lean - Iterate from Plan A to a Plan That Works, 2nd Edition , 2012, The Lean Series.

[22]  Jaap Gordijn,et al.  Designing and evaluating e-business models , 2001 .

[23]  Lars Schweizer,et al.  Concept and Evolution of Business Models , 2005 .

[24]  Susanne Strahringer,et al.  Metamodellierung als Instrument des Methodenvergleichs: eine Evaluierung am Beispiel objektorientierter Analysemethoden , 1996 .

[25]  Michael H. Morris,et al.  The entrepreneur's business model: toward a unified perspective , 2005 .