• The Journal of the Korea Contents Association
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• v.9 no.2
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• pp.326-338
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• 2009

In this paper, we argue that characteristics of ubiquitous business are different from those of e-business or m-business. We have developed a u-business model development framework incorporating the concept of value co-creation experiences, which is a core of the ubiquitous business paradigm. The framework of u-business model development presented in this paper consists of eight steps such as defining of domain, discovery of opportunity nucleus, defining of potential co-creation experience environment, deriving candidates of u-business services, selecting u-business killer services, defining value propositions of u-business killer services, defining u-business killer service offerings, and drawing a resource map of u-business killer services. The proposed u-business model development framework offers useful guidelines for practitioners to develop successful u-business models under a ubiquitous business paradigm.

• Journal of Digital Convergence
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• v.11 no.4
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• pp.153-164
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• 2013

Business model innovation creates differentiated value to customers by transforming various elements of doing business. Rather than focusing singularly on either the external or internal environment, the business model innovation aims to identify the optimal combination of internal resources, competence, and the external factors, such as customer's needs and new opportunity. However, due to lack of clear definition of business model innovation, and inability to generate company's core business model, business model innovation has been difficult for companies to lead next growth. This paper reviews existing definitions of business model innovation and explore existing types of business model innovation and timing of business model innovation through two case studies. Concept of business model innovation which we identify, is composed of value proposition, value creation through value chains and networks, and profit model innovation. Finally, we demonstrates that already successful businesses can also create new values through business model innovation and adaptive advantage, even in a rapidly changing market environment.

• Proceedings of the Korean Institute of Information and Commucation Sciences Conference
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• 2014.10a
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• pp.115-117
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• 2014

Recently, interesting of U-city with ubiquitous computing technologies has increased and u-city services can improve people's quality of life. Among the u-city services, traffice service is actively developed in our lives. In this paper, we propose the business model and business model process in u-car tracking service. To propose the research purpose, we examined the prior business model and investigated u-car tracking information. And also, we draw scenario and used it to identify business model. To efficiently understand proposed business model, we built business model process of u-car tracking service. The results of study, we proposed business model and business model process with stakeholder, benefiter and value model. This study concludes with implications of the study results as well as limitations and future research directions.

• Journal of the Korea Society of Computer and Information
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• v.10 no.3 s.35
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• pp.275-286
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• 2005

Interest of Business Model has been increased continuously in the enterprise ever since IT(Information Technology) is introduced in the Business sector. Though lots of company's effort to build Business Model which expected to give profit to company, there are no guarantee of Business Model's success. In the situation of shortest lifecycle of new technology, it's hard to guarantee Business Model based new technology will return profit with the result of excellent evaluation of technology. After find Timmers model, Julta model, Rappa model, Electronic Commerce Profit model, B2E Model and Affliation, Affliated B2E Business Frame, will propose advantage and disadvantage of these models. Comraded B2E Business Model will be extracted for Mobile Solution Company to achieve success in the market through analysis of relationship between Technology appraisal and business model.

• Journal of Information Technology Applications and Management
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• v.20 no.4
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• pp.165-189
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• 2013

The advance of the smart working environment came the expectation that it would innovate and revolutionize the way people work, particularly in a society where smart work is readily available for creating a collaborative and 'connected' business. One of the core infrastructure elements for making smart work a viable option is the smart work center, the promotion of which requires a new form of 'smart work center business model' that can satisfy the purposes of both public services and private businesses. This calls for collaboration between the public and private sectors. Recently a number of businesses have been making significant headway in the creation of a new environment for business support and collaboration by adopting a sharing economy business model in their offices. The so-called 'Coworking Space' is an advanced form of business environment in the emerging 'smart work' era, and comes with the benefits of reduced costs as a result of sharing office space and knowledge sharing through the use of human networks. This paper describes the framework of a 'smart work center business model based on the sharing economy' using a BMC (Business Model Canvas), with an understanding of the characteristics inherent to the smart work center and the sharing economy. It was on the basis of this framework that a smart work center model for business incubation and startup, a private smart work center model for childcare services, and a community marketplace model with a global network were developed.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2003.05a
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• pp.792-799
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• 2003

As eTransformation and collaborative eCommerce have been on the rise, business processes between business partners are increasingly recognized as important assets that need to be integrated. These trends imply more complex and dynamic business processes should be considered in order to integrate related business organizations and business units. Moreover, these business processes are widely distributed across stakeholders. Therefore, there is a need for business process modeling that is usable, flexible and capable of integrating systems consistently across businesses and technology barriers. In this paper, a business process modeling methodology is introduced, which is based on top­do\W and model-driven approach utilizing OMG's MDA(Model-Driven Architecture) and UML profile for EDOC(Enterprise Distributed Object Computing). This provides the ability to model business process at all levels simultaneously, to combine business process models retaining their meaning, to use business process design patterns constraining the behavior of sub-processes, and to derive specific codes from a stable model as the underlying infrastructure shifts over time. In addition, we suggest some modifications of the meta-model for EDOC-Business Process Profile by adding new features in order to model business processes rigidly. This paper illustrates some examples of business process modeling and compares them with UML diagrams and IDEF models. The proposed methodology is implemented to develop a business process modeling tool.

• International Journal of Advanced Culture Technology
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• v.10 no.2
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• pp.116-121
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• 2022

Digital technology has now pervaded and become an inseparable part of our daily life. The art museum sector is evolving into a business model that adapts to the new digital format due to the requirement for survival and development. This study examines the development state of China's art museum industry and investigates the current business model innovation trend in the art museum industry from three perspectives: reorganization and development of the art museum industry's business model theory; reconstruction of the art museum industry's display and marketing logic; and innovation of the art museum industry's operation mechanism, based on a systematic assessment of domestic and international research. This research can provide reference value for digital technology to drive the innovation of business model in art museum industry. Moreover, the study has important reference significance for the development strategy of art museum industry.

• Journal of Information Technology Services
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• v.13 no.1
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• pp.253-267
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• 2014

This study explores to identify the characteristics of the business model by comparing and analyzing the value creation between two cases, and to be successful in business model innovation. In order for the pursuit of purposes, domestic and international firm' business model cases are analyzed. Regarding the business model innovation, huge differences are found between two cases. First, a clear customer value proposal is important. Netflix is constantly monitoring the customer's needs and satisfactions to improve value proposition, while Joycube, domestic firm does not adjust to meet the change of the customer's behaviors. Second, the business model innovation should be taking into account the customer's behaviors in the constant changing market environments. For the growth, firms should consider strategic monitoring the market environments, and find a novelty of the markets, and to create the jump through business model innovation.

• Proceedings of the Technology Innovation Conference
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• 2005.06a
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• pp.5-23
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• 2005

Since the emergence of the Internet, electronic business (e-business) has become one of the most widely investigated issues. E-business is considered to have the potential of generating considerable new values and the capability to transform the rules of competition in unprecedented ways. This study aim to suggest a approach for new business idea creation. This is based on the analysis and manipulation of business method patents. For this end, our research is performed in the following ways. First, business keywords are extracted from business method patents. Second, business model framework which is used to structuralize the business is suggested based on the literature survey. Third, the business keywords are classified into the business model framework. Forth, existing business model is expressed based on the suggested framework. Finally, new business idea is created from the existing business model by adding, subtracting, or substituting the business keywords.

• Journal of Information Technology Services
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• v.14 no.4
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• pp.269-281
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• 2015

The objective of this study is offering new on line business model for automotive market. In order for the research aim, we conduct direct in-depth interviews with CEO, including analysis of business patterns on eight automotive firms in Gwangju city. As a result, we suggest new business model so called, Online to offline (o2o) that combines advantages in both off-line and on-line business. Techniques that o2o automotive companies may employ include in-store pick up of items purchased online, allowing customers. Purchasing the automotive is not only a car but also services including insurance, warrant services. o2o business model suggested shows the operating of the goods and service sale. When it comes to characteristics of automotive conventional sale patterns, utilization of the online-to-offline commerce has not eliminated the advantages that e-commerce companies have. That model can enhance the new values for customers as well as new market creation. Also, this new business model (o2o) can contribute the emerging industry business model installed based in particular, emergence of Iot (Internet of thing) in terms of sharing knowledge and information between enterprise and customers.