Topic
Value proposition
About: Value proposition is a research topic. Over the lifetime, 3582 publications have been published within this topic receiving 88855 citations.
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Papers
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02 May 2017
TL;DR: It is argued that crowdwork platforms can improve their value proposition for all stakeholders by supporting subcontracting within microtasks by defining three models for microtask subcontracting: real-time assistance, task management, and task improvement.
Abstract: Mainstream crowdwork platforms treat microtasks as indivisible units; however, in this article, we propose that there is value in re-examining this assumption. We argue that crowdwork platforms can improve their value proposition for all stakeholders by supporting subcontracting within microtasks. After describing the value proposition of subcontracting, we then define three models for microtask subcontracting: real-time assistance, task management, and task improvement, and reflect on potential use cases and implementation considerations associated with each. Finally, we describe the outcome of two tasks on Mechanical Turk meant to simulate aspects of subcontracting. We reflect on the implications of these findings for the design of future crowd work platforms that effectively harness the potential of subcontracting workflows.
26 citations
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03 Jan 2001TL;DR: This methodology supports the eBizReadiness!/sup TM/ framework which details infrastructure requirements for e-business and the primary stakeholders are the customer, operational partner, strategic partner, governance, and community.
Abstract: In the "now" economy, knowledge, trust, technology, and the relationships among stakeholders are the keys to success. Although for almost eighty years, strategy literature stated that these concepts are important, we were not in a position to effectively leverage and/or effectively execute knowledge and relationship management in real time until the turn of the twenty-first century. Many companies have not yet adjusted the way they work to the capabilities of the present-day knowledge management and technology enablers. Also widespread is the fact that companies have not yet developed methodologies or models to create e-business strategy to support corporate strategies, or to monitor the success of an e-business strategy. The paper develops a methodology to create e-business strategy based on a simple e-business model for e-business. The primary stakeholders are the customer, operational partner, strategic partner, governance, and community. The value propositions for each stakeholder is outlined, and questions that business should ask are provided to guide in developing the e-business strategy. A sample mini-case study is developed to illustrate application of the methodology. This methodology supports the eBizReadiness!/sup TM/ framework which details infrastructure requirements for e-business.
26 citations
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TL;DR: A framework called VALUE—improving decision-making relating to software-intensive products and services development—is detail and its application in practice is shown to a large ICT company in Finland.
Abstract: To sustain growth, maintain competitive advantage and to innovate, companies must make a paradigm shift in which both short- and long-term value aspects are employed to guide their decision-making. Such need is clearly pressing in innovative industries, such as ICT, and is also the core of Value-based Software Engineering (VBSE). The goal of this paper is to detail a framework called VALUE—improving decision-making relating to software-intensive products and services development—and to show its application in practice to a large ICT company in Finland. The VALUE framework includes a mixed-methods approach, as follows: to elicit key stakeholders’ tacit knowledge regarding factors used during a decision-making process, either transcripts from interviews with key stakeholders are analysed and validated in focus group meetings or focus-group meeting(s) are directly applied. These value factors are later used as input to a Web-based tool (Value tool) employed to support decision making. This tool was co-created with four industrial partners in this research via a design science approach that includes several case studies and focus-group meetings. Later, data on key stakeholders’ decisions gathered using the Value tool, plus additional input from key stakeholders, are used, in combination with the Expert-based Knowledge Engineering of Bayesian Network (EKEBN) process, coupled with the weighed sum algorithm (WSA) method, to build and validate a company-specific value estimation model. The application of our proposed framework to a real case, as part of an ongoing collaboration with a large software company (company A), is presented herein. Further, we also provide a detailed example, partially using real data on decisions, of a value estimation Bayesian network (BN) model for company A. This paper presents some empirical results from applying the VALUE Framework to a large ICT company; those relate to eliciting key stakeholders’ tacit knowledge, which is later used as input to a pilot study where these stakeholders employ the Value tool to select features for one of their company’s chief products. The data on decisions obtained from this pilot study is later applied to a detailed example on building a value estimation BN model for company A. We detail a framework—VALUE framework—to be used to help companies improve their value-based decisions and to go a step further and also estimate the overall value of each decision.
26 citations
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TL;DR: In this paper, the authors provide an overview of how the new economy and the Internet have and are likely to change the conduct of business and identify opportunities for airports, which are almost an afterthought in the travel industry.
26 citations
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01 Apr 2016
TL;DR: It is demonstrated that business models that are followed in practice by smart cities are different to the ones suggested in literature and the decision making processes that were followed showed that the optimal choice is the ownership business model group and from its contents preferred the Open Business Model OBM.
Abstract: Smart cities have attracted an increasing international scientific and business attention and an enormous niche market is being evolved, which engages almost all the business sectors. Being engaged in the smart city market is not free-of-charge and corresponding investments are extensive, while they usually concern innovation development and always demand careful planning. However, until today it is not clear how the smart city creates value to its stakeholders or simply how profit is being created. To this end, this paper performs an investigation on the smart city business models and utilizes decision making process with the contribution of smart city experts in order to conclude on the most appropriate one. This paper's findings demonstrate that business models that are followed in practice by smart cities are different to the ones suggested in literature. Moreover, the decision making processes that were followed showed that the optimal choice is the ownership business model group and from its contents preferred the Open Business Model OBM, with the Municipal-Owned-Development MOD as an alternative option.
26 citations