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This research aims to map the excellence owned by Kampoeng Durian in Ngrogung District Ngebel that uses SWOT to analyze tourism development strategy of Kampoeng Durian Ngebel through the Business Model Canvas (BMC) approach. This research was qualitative descriptive research methods using the Business Model Canvas framework, which was used to assess several variables in the tour Kampoeng Durian Ngrogung Village. The results showed that the tourism management Kampoeng durian need to conduct various development efforts in each component Business Model Canvas. Those were building business partners with various parties (key partner), adding business activities or operations in the business of Kampoeng Durian (key activities), doing durian fruit processing into various new products/processed products (value proposition), creating a special pricing program for tourists (customer relationship), providing easy road access to the tourism site of Kampoeng Durian Strategies by adding segments that will be served in a business (segment), Other resources in providing services to tourists. (key resource), promoting in various media (channels) and adding a business income source (revenue streams). Keywords: Business Model Canvas; Kampoeng Durian; Ngebel Ponorogo; SWOT

© 2017 The Author. Business models, dynamic capabilities, and strategy are interdependent. The strength of a firm's dynamic capabilities help shape its proficiency at business model design. Through its effect on organization design, a business model influences the firm's dynamic capabilities and places bounds on the feasibility of particular strategies. While these relationships are understood at a theoretical level, there is a need for future empirical work to flesh out the details. In particular, studies that provide a better understanding of business model innovation, implementation, and change will also shed light on important aspects of dynamic capabilities.

The component-based business architecture integration of military information systems is a popular research topic in the field of military operational research. Identifying enterprise-level business components is an important issue in business architecture integration. Currently used methodologies for business component identification tend to focus on software-level business components, and ignore such enterprise concerns in business architectures as organizations and resources. Moreover, approaches to enterprise-level business component identification have proven laborious. In this study, we propose a novel approach to enterprise-level business component identification by considering overall cohesion, coupling, granularity, maintainability, and reusability. We first define and formulate enterprise-level business components based on the component business model and the Department of Defense Architecture Framework (DoDAF) models. To quantify the indices of business components, we formulate a create, read, update, and delete (CRUD) matrix and use six metrics as criteria. We then formulate business component identification as a multi-objective optimization problem and solve it by a novel meta-heuristic optimization algorithm called the ‘simulated annealing hybrid genetic algorithm (SHGA)’. Case studies showed that our approach is more practical and efficient for enterprise-level business component identification than prevalent approaches.

We present a business model framework for Internet of Things applications.The framework consists of building blocks and types of options for each building block.The relative importance of building blocks and types of options is measured through a survey among practitioners.The value proposition is considered the most important building block of a business model. The Internet of Things is the connection - via the internet - of objects from the physical world that are equipped with sensors, actuators and communication technology. This technology is looked at by a large variety of domains, such as manufacturing, healthcare and energy, to facilitate the development of new applications and the improvement of existing applications. To also enable the commercial exploitation of these applications, new types of business models must be developed. Frameworks exist to facilitate the development of business models. These frameworks define the building blocks that a business model address. This paper presents a business model framework specifically for Internet of Things applications. Through a literature survey, interviews and a survey among practitioners, it identifies the building blocks that are relevant in an Internet of Things business model, types of options that can be focused on within these building blocks and the relative importance of these building blocks and types. The framework can be used by developers as a starting point for creating business models for Internet of Things applications.

Today's dynamic global economy forces business companies to struggle for survival; where such companies must be competitive and loosely interconnected in a wide networked business market. It is not a secret that a solid business environment that wants to insure its sustainable business future must adapt itself to frequent business transformation processes, to adapt to such a situation a building block based solution is proposed to support the business transformation project. Such a building block strategy for frequent business transformation changes is translated in a set of recommendations that support the company's business resources in order to optimize the companies’ various business and information technology resources. Unfortunately, most of business transformation projects fail, because of the very difficult business transformation project's “decoupled and technical” implementation or re-engineering phase. The author recommend a re-engineering phase that is based on atomic building blocks architecture; where the business transformation manager must have the right skills to model and prototype the most important Atomic Business Blocks, in order to insure the successes of business transformation projects. It is recommended to apply the adequate atomic business architecture and the needed modeling concepts. Such concepts are based on a one to one mapping pattern that is in turn based on enterprise architecture standards. Business transformation projects should apply an Atomic Business Blocks driven implementation phase that will help the implementation capability of the business transformation project; such an approach needs a specific a set of integration, modeling and prototyping skills1,2,3.

Information Technology (IT) is becoming an important driver for organization to perfom an organizational capability. Even IT is an importan driver, it is not the only one. IT should be aligned with business model to perform a organizational capabilities in achieving business performance.

This paper explores how the organizational capabilities of a firm enable business model evolution by examining the development of a new firm that provides mobile-phone-based information services for farmers in India. We argue that these organizational capabilities are part of the dynamic capabilities of the firm. We use a longitudinal and in-depth single case study to extend our understanding of the mechanism for business model evolution in new firms. The study shows three themes emerging from the data analysis of the case study by drawing on the literatures on systems thinking, dynamic capabilities and business model evolution. The three themes are balanced redundancy, requisite variety and cognitive discretion, which enable a firm to achieve congruence between the components of the business model in order to deliver the customer value proposition. We explain how these three themes form the micro-foundations of dynamic capabilities that enable a firm to evolve its business model. We contribute to the business model and dynamic capabilities literature by proposing a systems perspective on business models and their evolution.

Focusing on strategic agility and business model concepts, the present paper proposes a framework for recognising common strategies, activities and paths to business model reconfiguration developed through the activation of a set of micro-capabilities. We argue that successful companies nurture specific capabilities in order to act proactively and to reach strategic agility and direct these to specific key elements of the business model (building blocks), thus enabling the renewing of the entire business model. The methodology is a multiple case study analysis of four successful companies in different industries. We identified three main classes of capabilities for strategic agility and we explored which ones are valid and how they can be activated in a company's business model through an in-depth within-case and cross-case analysis. Results show that strategy innovation capabilities could be focused on motto and value offer, research and development and social responsibility building blocks; resource capitalisation capabilities on education and knowledge, management and human resource building blocks, and networking capabilities on branding and retail and network building blocks. From a literature point of view, we contributed to the ongoing debate about business model change and critical capabilities, by investigating the “black box” of business models. From the practical point of view, the linkage between capabilities and the building blocks of the business model is important in order to capitalise on resources and time, focusing on specific actions and specific areas of the business model.

Dept. of Business Administration, Korea Christian UniversityPurpose: The purpose of this research is to develop the methods for evaluating the business value of a com-pany’s technical portfolios. In this study, technical portfolios of 10 major manufacturers and e-Biz industries are examined first from a business model perspective. Subsequen tly, we suggest future direction of R&D for the pharmaceutical industry by deducing the leading industr ies sharing similar traits with the pharmaceutical industry.Methods: In order to evaluate and analyze the patents of the major leading industries based on the constituents of a business model, the target patents were selected through the following procedure.Results: First, In this study, using the data obtained from the patent analysis, the differences in the technology portfolios of specific business entities based on the constitue nts of their business models. Second, deduced business rules of particular business entities through classifi cation analysis and role-model of pharmaceutical industry Conclusion: If enterprise discovers technological change and characters of other enterprise or technology, enterprise could judge a direction of technology which will be developed in the near term and a plan which utilized existing technology to increase enterprise’s profits.Key Words：Business model, Patent analysis, Technical Value Eval uation, Business Model Components

Information systems and information technology (IS/IT, hereafter just IT) strategies usually depend on a business strategy. The alignment of both strategies improves their strategic plans. From an external perspective, business and IT alignment is the extent to which the IT strategy enables and drives the business strategy. This article reviews strategic alignment between business and IT, and proposes the use of enterprise engineering (EE) to achieve this alignment. The EE approach facilitates the definition of a formal dialog in the alignment design. In relation to this, new building blocks and life-cycle phases have been defined for their use in an enterprise architecture context. This proposal has been adopted in a critical process of a ceramic tile company for the purpose of aligning a strategic business plan and IT strategy, which are essential to support this process. © 2011 Taylor & Francis.

PurposeBusiness‐model innovation is critical to success in today's increasingly complex and fast‐changing environment. So corporate leaders need to understand when to adapt the business model and how to execute the change. This paper aims to address this issue.Design/methodology/approachData from IBM's Global CEO Study 2008 and an analysis of 28 successful business‐model innovators, produced insights into both the best timing and process for business model innovation.FindingsThe IBM researchers identified a set of characteristics that strong business‐model innovators demonstrate consistently.Practical implicationsA set of characteristics, which the IBM researchers call the “Three A's,” are critical to the successful design and execution of business‐model innovation: Aligned – Leverage core capabilities and design consistency across all dimensions of the business model, both internally and externally, that build customer value; Analytical – Use information strategically to create foresight, and prioritize actions while measuring and tracking for rapid course correction; and Adaptable – Link innovative leadership with the ability to effect change and institutionalize operational flexibility.Originality/valueThe paper answers two questions that can help companies develop their innovation strategy and transformation approach for the new economic environment: Under what conditions should companies adapt their business model?; and What capabilities and characteristics support the design and execution of successful business‐model innovation?

PurposeThe purpose of this paper is to find out what exactly the term business model innovation encompasses and what type yields the best results.Design/methodology/approachIBM Consulting researchers first identified the main types of business model innovation, which can be used alone or in combination. They then compared these three types of business model innovation across 35 best practice cases.FindingsThe study found that all new business models can be classified into three types: innovations in industry models; in revenue models and in enterprise models. A key finding was that each type of business model innovation, with the right strategy and strong execution can generate success.Practical implicationsResearchers found that while network plays are being used by diverse companies in different industries and regions and of varying age, size and other characteristics, this tactic has been a particularly useful strategy for older companies.Originality/valueThe study found that best business model innovation strategies provide a strong fit between the competitive landscape for a particular industry and the organization's strengths, shortcomings and characteristics such as age and size.

The current stage of information technology (IT) evolution focuses on moving from a technology-based to a services-based orientation. To that end, IT leadership has had to shift from focusing primarily on technological issues to learning to manage IT like a business, with IT services as the primary "product" produced and consumed by customers. The Component Business ModelTM for the Business of IT (CBMBolT) provides a powerful, flexible new perspective of IT as a means to assist with strategic decision making. The foundation of CBMBoIT is the IBM Process Reference Model for IT (PRM-IT), which describes the underlying process activity flows. This paper describes the Component Business Model and the PRM-IT and gives examples of IT environments in order to illustrate how using these models can aid executives in illuminating strategic options that may be overlooked using conventional atomistic approaches.

The challenge of global sourcing is to have a management in sourcing operations that is difficult to imitate by competitors. Global companies are now striving to develop a sourcing strategy to support a new business model that caters for operations in any parts of the world. This paper proposes that the development of a new business model in an established firm will depend on the extent to which a firm leverages the factor conditions and resolving conflicts. A framework is developed to describe the dynamics of business model. A case study on Hasbro Far East Inc is presented to show the development of an information hub as their new business model. The findings of the case study support the argument that factor conditions and conflicts play a key role in determining the success of transforming to a new business model. Thus, the transformational path to information hub is dependent on the extent to which these conditions are played out in the new arrangement. Future research should concentrate on development of collaborative process to align activities.

Business integration is a set of capabilities that characterize service-oriented architectures for e-business solutions. These capabilities include the ability to integrate and manage business operation systems, enterprise information assets, business partners, and a collaborative network of decision makers to address specific business problems. WebSphere® Business Integration is an IBM software platform that embodies these capabilities to offer rapid time to value for delivering integrated e-business solutions. In this paper, we provide an overview of the WebSphere Business Integration platform-- the architecture, programming model, tools, and runtime.

This project aims to delineate recovery strategies for a Portuguese Bank, as a way to increase its preparedness towards unexpected disruptive events, thus avoiding an operational crisis escalation. For this purpose, Business Continuity material was studied, a risk assessment performed, a business impact analysis executed and new strategic framework for selecting strategies adopted. In the end, a set of recovery strategies were chosen that better represented the Bank’s appetite for risk, and recommendations given for future improvements. NSBE - UNL

The advantages of migrating from traditional monolithic business applications to reusable object-based business components (self-contained software that carries out a certain business task) are well documented. A business system assembled from reusable components is argued to be highly reliable since these components have been tested and used in many other business applications. However, all possible uses of components are not known at design and construction stage. Additionally, integration testing is needed as components are assembled to make business application systems. Component-based software development requires that testing issues be addressed adequately. In this paper, we explore testing related issues in business components and in particular, business application systems that are made by integrating these components. An integration test strategy for business component application systems is proposed.

International audience; Maintaining the alignment between the Business and IT is of high strategic relevance in today's enterprise roadmap. In this paper, we follow our previous assumption that this alignment will be better maintained if we are able to ensure a clear conceptual alignment between the Business Processes and the Software Architectures. As our aim is to provide an environment that would flawlessly support evolutions of the processes or of the architecture while maintaining this alignment, we build on the formal foundation that we have developed to ensure it and shows how it can be actually developed with current Model Driven Engineering technologies.

Resource‐based view and the positioning theory are the two main approaches which are considered as contrary to each other in order to achieve competitive advantage and superior business performance. In this study, the main subject is to harmonize these two theories with a research model which is based on the assumption that business strategy is more effective when pursued with related capabilities. To perform the study, we conducted a questionnaire survey with 445 owners/executives of manufacturing firms. We measured business capabilities in terms ofmanagement, production, marketing‐sales, information system, logisticsandexternal relationship dimensions. Component factors and key variables for the constructs, which are identified through a literature review, are confirmed using AMOS 16.0. Then data have been analyzed to test the hypothesis by using SPSS 15.0. As a result, separate and harmonized effects of business capabilities (BC) and generic strategies (GS) on business performance have been examined. Bendrų strategijų ir verslo galimybių poveikio veiklos rezultatams derinimas Santrauka. Ištekliais pagrįstas požiūris ir pozicionavimo teorijos yra du pagrindiniai požiūriai, prieštaraujantys vienas kitam siekiant konkurencinio pranašumo ir aukščiausio verslo efektyvumo. Pagrindinis šio tyrimo objektas – minėtųjų teorijų suderinimas taikant tyrimo modelį, kuris grindžiamas prielaida, kad verslo strategija yra efektyvesnė, kai vykdoma atsižvelgiant į verslo galimybes. Tyrimui parengta anketinė apklausa. Apklausti 445 gamybos įmonių savininkai ir (arba) vadovai. Vertintos verslo galimybės pagal valdymą, gamybą, rinkodarą, pardavimą, informacinę sistemą, logistiką ir išorinius santykius. Sudėtinių veiksnių ir pagrindinių kintamųjų sudėtis, nustatyta remiantis literatūros apžvalga, patvirtinta taikant AMOS 16.0. Norint tai patvirtinti hipotezėmis, buvo analizuojami duomenys naudojantis SPSS 15.0. Galiausiai buvo tiriamas atskiras bei darnus verslo galimybių ir bendrų strategijų poveikis verslo efektyvumui. Reikšminiai žodžiai: ištekliais pagrįstas požiūris, verslo galimybės, konkurencingos strategijos, konkurencinis pranašumas, struktūrinių lygčių modeliavimas. First Published Online: 10 Feb 2011

Enterprise Architecture models can be used to support IT/business alignment. However, existing approaches do not distinguish between different IT/business alignment situations. Since companies face diverse challenges in achieving a high degree of IT/business alignment, a universal ‘one size fits all’ approach does not seem appropriate. This paper proposes to decompose the IT/business alignment problem into tangible qualities for business, IT systems, and IT governance. An explorative study among 162 professionals is used to distinguish four IT/business alignment situations, i.e. four clusters of IT/business alignment problems. These situations each represent the current state according to certain qualities and also the priorities for future development. In order to increase IT/business alignment, enterprise architecture meta models are proposed for each identified situation. One core meta model (to reflect common priorities) as well as situation specific extensions are presented.

In 1993, CEO Louis Gerstner initiated a transformation at IBM that Sam Palmisano continued when he took the reins in 2003. The transformation involved a change from a hardware and software business to a solutions and services business and from a regionally aligned organization to a global organization. IBM’s IT organization, which became known as Business Transformation and Information Technology played a critical role in the firm’s transformation that continued through 2010. This case study describes the evolution of the IT organization and how it was designed and governed to support global business processes in 2010.

In many sectors, companies model and optimize their business processes in order to better manage the external value that comes from these processes. Supporting the execution of corporate business processes with an optimal set of IT investments is crucial to a company's success. However, existing business process management (BPM) approaches do not integrate methods for evaluating and selecting efficient IT investments and traditional evaluation methods are often inadequate. This paper proposes an extension that aims at a more adequate valuation, allocation, and selection of IT investments with respect to the requirements of the given corporate business processes. Such an extension allows decision makers in process-oriented organizations to interactively determine and continually optimize IT investments. At the same time, the extension improves the decision makers' awareness of the efficiency of their investments and, thus, reduces the gap between technology and business by further completing the traditional BPM methodology. This paper implements such an approach in a decision support system and illustrates its application by means of an example.

Staying competitive in today’s fast changing markets and business environments has become a big issue in organizations these days. To be able to foresee the future of the industry and have insight into customer’s articulated and unarticulated needs are critical capabilities that organizations need to acquire in order to stay competitive. The objective of this research project is to provide a conceptual approach to analyze an organization and to provide a foundation that would support the architecture of an agile organization. Enterprise architecture, business capabilities, organizational analysis and innovation are the main practices that contribute towards the construction of capabilities and the development of the conceptual business capability framework. The most significant findings from this research study were the development of a conceptual framework that is later utilized to construct business capabilities. A business capability model has also been produced to visually depict a business capability. This study also provided two feedback loops, namely the organizational feedback loop and the innovative feedback loop.

To produce business results, the globally integrated enterprise relies on people to collaborate, make choices, and take action. Though guided by process and enabled by technology, people's behavior is powerfully influenced by leadership and capacity for change. Facing continuing and sometimes large-scale transformation, IBM chose to add organizational change management to its core capabilities. This capability, coupled with a newly centralized worldwide IT (information technology) organization, enables a systemic approach to the adoption of global internal transformations by IBM employees. The Blue Harmony transformation program is the premier example of the IBM focus on organizational change management. It is considered by many to be the most significant operational transformation of IBM in decades and sets the operational foundation for the next 25 years. As part of the longer-term strategy of IBM to integrate the enterprise, it simplifies, integrates, and standardizes operations globally and across business units. When fully implemented, Blue Harmony will change the daily work of nearly 200,000 employees as well as clients, business partners, and suppliers. In such a massive transformation, the challenges of managing change become massive as well. Lessons learned reveal the effort needed to manage stakeholder expectations and engage executives across the enterprise in leading major change.

A determinant success factor in transforming a traditional business environment into an innovative and lean enterprise architecture pattern is the role of the applied set of patterns that are based on services and building blocks. Such a business transformation process should be assisted with an efficient transformation and architecture framework that includes an enterprise patterns, services and building blocks assembling concept. Enterprise pattern based concepts can change the transformation project's outcomes and make the business transformation projects agile, maintainable and interoperable. The business transformation manager's (BTM) and enterprise architect's roles are crucial for the finalization of the very complex implementation phase of the business transformation project (BTP). During this phase the BTM's knowledge is determinant to design and implement the set of enterprise patterns, services, system's integration bus and building blocks. Enterprise patterns express a fundamental structural model for the transformed end-system. They provide a set of predefined composite patterns with their responsibilities and relationships. An enterprise pattern provides a scheme for unbundling the components of a monolithic system and defines the relationship between them; it also abstracts a general structure of related services that promote a general design for a specific BTP context1.