Cloud Enablement of Common Research Resources
There are well known reference Business Models of Electronic Marketplaces, however all of them have very distinct characteristics. In order to find a suitable model for the own business requirements, it is vital to use the right tools and frameworks to analyze and adapt the model to one's own needs.
Milani Risto, 2015
Bachelor Thesis, Friedrich Miescher Institute for Biomedical Research
Betreuende Dozierende: Stella Gatziu Grivas
Keywords: Research Resources, Cloud, Electronic Marketplace, Canvas Business Model
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To be competitive researchers need access to high end research resources, but no single research institution can house all the needed resources to perform the types of cutting edge research expected. In addition European research faces the challenge that policies and infrastructure are fragmented as a result of member state borders. To overcome this problems a platform called Open IRIS was developed to provide researchers a marketplace for sharing research resources independently of national borders, but a business model that covers the platform business requirements still needs to be defined.
Based on the analysis of Business Model Canvas several different Business Models were compared to each other. A SWOT analysis was performed to gain a overview of the current strengths, weaknesses, opportunities and threats of the current business model. Finally the Business Model Canvas and the Blue Ocean Strategy Framework were blended together in order to create a new business model that covered the Open IRIS business requirements.
In terms of the detailed SWOT analysis performed we identified several weaknesses and threats, but the analysis also provided opportunities and strengths that can help to overcome those problems. The four actions framework questions were asked (eliminate, create, reduce, raise) about each business model building block and the implications for the other parts of the business model were closely studied. We came to the result that we had to eliminate or transform grant participants and partners into consortium members at the same time we had to create new value propositions to make it attractive for customers to become consortium members. The consortium members have the new value propositions of being a part of the project and therefore they can have influence on the platform development, and furthermore they can take advantage of support. But to make the platform sustainable a new revenue stream from consortium members paying an annual fee was required. What was still missing is a channel model. The channel model will be strengthened by working with consortium partners and research infrastructure communities.
Studiengang: Wirtschaftsinformatik (Bachelor)
Fachbereich der Arbeit: Volkswirtschaft