Creating a Digital Twin: Simulation of a Business Model Design Tool

Creating a Digital Twin: Simulation of a Business Model Design Tool

Volume 4, Issue 6, Page No 53-60, 2019

Author’s Name: Kira Rambow-Hoeschelea), Nick Giani Rambow, Matthias Michael Hampel, David Keith Harrison, Bruce MacLeod Wood

View Affiliations

School of Computing, Engineering and Built Environment, Glasgow Caledonian University, Glasgow, UK

a)Author to whom correspondence should be addressed. E-mail: kira.rambow-hoeschele@t-online.de

Adv. Sci. Technol. Eng. Syst. J. 4(6), 53-60 (2019); a  DOI: 10.25046/aj040607

Keywords: Business model development, Digital twin, Simulation tool

Share
454 Downloads

Export Citations

Digitization forces industry players to adapt to transforming market situations and buyer behavior. Technological advances, buyer power, and sharpened competitive intensity imply that businesses are confronted with the menace of commoditization. For companies to perform successfully in the market, outdated business models ought to be rethought and new business models should be created. Unique selling propositions and differentiation through research, innovation, and holistic stakeholder involvement help industry players to master the change. A tool was built to support businesses facing the consequences of digital transformation: the Business Model Builder. This research paper explores the steps of creating a software version of the analog Business Model Builder. The digital twin enables firms to simulate the iterative adaptation of business models to permanently changing market circumstances and customer demands on an ongoing basis. The user of the tool can edit single variables, understand interrelations, and see the effect on the outcome of the business case, e.g., earnings before interest and taxes or economic value added. Accordingly, the simulation offers the opportunity to have a dynamic view of the business model where any variances of input parameters are reflected in the business case. Thus, profitability, feasibility, and functionality of a business model can be validated, tested, and reviewed in the digital simulation tool.

Received: 03 December 2018, Accepted: 02 November 2019, Published Online: 22 November 2019

  1. A. Nagl and K. Bozem, Geschäftsmodelle 4.0 – Business Model Building mit Checklisten und Fallbeispielen. Wiesbaden: Springer Gabler, 2018. ISBN 978-3-658-18841-2
  2.  Hochschule Aalen für Technik und Wirtschaft, “BMBF Cooperative Research Project CO2-arme Stadt / Low-Carbon City.” Accessed: February 1, 2018. [Online]. Available: www.co2-arme-stadt.de
  3.  S. Boschert and R. Rosen, “Digital twin – the simulation aspect,” in Mechatronic Futures, P. Hehenberger and D. Bradley, Eds. Cham: Springer, 2016. DOI 10.1007/978-3-319-32156-1_5
  4.  M. Grieves and J. Vickers, “Digital twin: Mitigating unpredictable, undesirable emergent behavior in complex systems,” in Transdisciplinary Perspectives on Complex Systems, J. Kahlen, S. Flumerfelt, and A. Alves, Eds. Cham: Springer, 2017. DOI 10.1007/978-3-319-38756-7_4
  5. A. Nagl, Der Businessplan: Geschäftspläne erstellen – Mit Checklisten und Fallbeispielen. Wiesbaden: Springer, 2015.
  6. R. Grünig and R. Kühn, Methodik der strategischen Planung: Ein prozessorientierter Ansatz für Strategieplanungsprojekte. Bern: Haupt, 2000.
  7. A. J. Slywotzky, Value Migration: How to Think Several Moves Ahead of the Competition. Boston: Harvard Business Press, 1995.
  8. A. Zolnowski and T. Böhmann, “Grundlagen service-orientierter Geschäftsmodelle,” in Service-orientierte Geschäftsmodelle: Erfolgreich umsetzen T. Böhmann et al., Eds. Berlin: Springer, 2013, pp. 1–29.
  9. P. Timmers, “Business models for electronic markets,” Electronic Markets, vol. 8, no. 2, pp. 3–8, 1998.
  10.  J. Linder and S. Cantrell, Changing Business Models: Surveying the Landscape. Chicago: Institute for Strategic Change, Accenture, 2000. Accessed: April 12, 2016. [Online]. Available: businessmodels.eu/images/banners/Articles/Linder_Cantrell.pdf
  11.  G. Hamel, Leading the Revolution. Boston: Harvard Business School, 2000.
  12.  B. W. Wirtz, Business Model Management: Design – Instrumente – Erfolgsfaktoren von Geschäftsmodellen. Wiesbaden: Springer Gabler, 2010.
  13.  P. Stähler, Geschäftsmodelle in der digitalen Ökonomie: Merkmale, Strategien und Auswirkungen. Lohmar: Eul, 2002.
  14. P. Stähler, Merkmale von Geschäftsmodellen in der digitalen Ökonomie. Köln: Eul, 2001.
  15.  D. Knyphausen-Aufseß and Y. Meinhardt, “Revisiting strategy: Ein ansatz zur systematisierung von geschäftsmodellen,” in Zukünftige Geschäftsmodelle, T. Bieger et al., Eds. Berlin Heidelberg: Springer, 2002, pp. 63–89.
  16.  J. Rentmeister and S. Klein, “Geschäftsmodelle ein modebegriff auf der waagschale,” Zeitschrift für Betriebswirtschaft, Ergänzungsheft 1, pp. 17-20, 2003.
  17.  S. M. Shafer, H. J. Smith, and J. C. Linder, “The power of business models,” Business Horizons, vol. 48, no. 3, pp. 199–207, 2005.
  18.  A. Osterwalder and Y. Pigneur, “An e-business model ontology for modeling e-business,” Electronic Commerce Conf., Bled, 2002.
  19. A. Osterwalder and Y. Pigneur, Business Model Generation: Ein Handbuch für Visionäre, Spielveränderer und Herausforderer. Frankfurt a. M.: Campus, 2011.
  20. O. Gassmann, K. Frankenberger, and M. Csik, The Business Model Navigator: 55 Models That Will Revolutionise Your Business. Harlow: Pearson. 2014.
  21.  M. A. Rappa, “The utility business model and the future of computing services,” IBM Systems Journal, vol. 43, no. 1, pp. 32–42, 2004.
  22. M. Dubosson‐Torbay, A. Osterwalder, and Y. Pigneur, “E‐business model design, classification, and measurements,” Thunderbird International Business Review, vol. 44, no. 1, pp. 5–23, 2002.
  23. C. Zott and R. Amit, “Business model design: An activity system perspective,” Long Range Planning, vol. 43, no. 2–3, pp. 216–226, 2010.
  24. D. J. Teece, “Strategies for managing knowledge assets: the role of firm structure and industrial context,” Long Range Planning, vol. 33, no. 1, pp. 35–54, 2000.
  25. P. Belleflamme, T. Lambert, and A. Schwienbacher, “Crowdfunding: An industrial organization perspective,” prepared for the workshop Digital Business Models: Understanding Strategies, Paris, June, 2010, pp. 25–26.
  26. D. C. Brabham, “Crowdsourcing as a model for problem solving: An introduction and cases,” Convergence, vol. 14, no. 1, pp. 75–90, 2008.
  27. N. A. Morgan and L. L. Rego, “The value of different customer satisfaction and loyalty metrics in predicting business performance,” Marketing Science, vol. 25, no. 5, pp. 426–439, 2006.
  28. J. Gray and B. Rumpe, “Models for digitalization,” Software & Systems Modeling, vol. 14, no. 4, pp. 1319–1320, 2015. DOI 10.1007/s10270-015-0494-9
  29.  J. Magretta, “Why business models matter,” Harvard Business Review, vol. 80, no. 5, pp. 86–92, 2002.
  30.  K. C. Laudon and C. G. Traver, E-commerce: Business, Technology, Society. Harlow: Pearson, 2016.
  31.  E. Fleisch, M. Weinberger, and F. Wortmann, Business Models and the Internet of Things: Interoperability and Open-Source Solutions for the Internet of Things. Cham: Springer, pp. 6–10, 2015. DOI 10.1007/978-3-319-16546-2_2
  32.  W. Gillis and G. J. Castrogiovanni, “The franchising business model: An entrepreneurial growth alternative,” International Entrepreneurship and Management Journal, vol. 8, no. 1, pp. 75–98, 2012.
  33.  D. J. Teece, “Business models, business strategy and innovation,” Long Range Planning, vol. 43, no. 2–3, pp. 172–194, 2010.
  34.  R. Amit and C. Zott, “Creating value through business model innovation,” MIT Sloan Management Review, vol. 53, no. 3, pp. 41–49, 2012.
  35. C. Anderson, The Long Tail: Why the Future of Business is Selling Less of More. New York: Hachette Books, 2006.
  36.  F. Salvador, P. M. De Holan, and F. Piller, “Cracking the code of mass customization,” MIT Sloan Management Review, vol. 50, no. 3, pp. 71–78, 2009.
  37.  M. W. Johnson, C. M. Christensen, and H. Kagermann, “Reinventing your business model,” Harvard Business Review, vol. 86, no. 12, pp. 57–68, 2008.
  38.  H. W. Chesbrough, “Why companies should have open business models,” MIT Sloan Management Review, vol. 48, no. 2, p. 22, 2007.
  39. J. Y. Kim, M. Natter, and M. Spann, “Pay what you want: A new participative pricing mechanism,” Journal of Marketing, vol. 73, no. 1, pp. 44–58, 2009.
  40.  A. Osterwalder and Y. Pigneur, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers. New Jersey: Wiley, 2010.
  41.  P. Banerjee et al., “Everything as a service: Powering the new information economy,” Computer, vol. 44, no. 3, pp. 36–43, 2011. DOI 10.1109/mc.2011.67
  42.  O. Gassmann, K. Frankenberger, and M. Csik, Geschäftsmodelle entwickeln: 55 innovative Konzepte mit dem St. Galler Business Model Navigator. München: Hanser, 2013.
  43. D. Schallmo, Geschäftsmodell-Innovation: Grundlagen, bestehende Ansätze, methodisches Vorgehen und B2B-Geschäftsmodelle. Wiesbaden: Gabler, 2013.
  44. R. Alt and H.-D. Zimmermann, “Introduction to special section: Business models,” Electronic Markets, vol. 11, no. 1, pp. 3–9, 2001.
  45.  R. Amit and C. Zott, “Value creation in e-business,” Strategic Management Journal, vol. 22., pp. 493–520, 2001.
  46.  K. Schoegel, Geschäftsmodelle: Konstrukt-Bezugsrahmen-Management. München: FGM, 2001.
  47.  T. Bieger and S. Reinhold, “Das wertbasierte Geschäftsmodell: Ein aktualisierter Strukturansatz,” in Innovative Geschäftsmodelle, T. Bieger et al., Eds. Berlin Heidelberg: Springer, 2011, pp. 11–70.
  48. C. Triebel and C. Schikora, “Scheitern bei Unternehmensgründungen,” in Failure Management, S. Kunert, Ed. Berlin Heidelberg: Springer, 2016, pp. 235–248.
  49.  J. Egeln, U. Falk, D. Heger, D. Höwer, and G. Metzger, Ursachen für das Scheitern junger Unternehmen in den ersten fünf Jahren ihres Bestehens. Mannheim Neuss: Zentrum für Europäische Wirtschaftsforschung, 2010.

Citations by Dimensions

Citations by PlumX

Google Scholar

Scopus