Social Media Management Business Models and Issues of

Social Media Management 社會媒體管理 Business Models and Issues of Social Media Service 1001 SMM 06 TMIXM 1 A Fri. 7, 8 (14: 10 -16: 00) L 215 Min-Yuh Day 戴敏育 Assistant Professor 專任助理教授 Dept. of Information Management, Tamkang University 淡江大學 資訊管理學系 http: //mail. tku. edu. tw/myday/ 2011 -11 -11 1

課程大綱 (Syllabus) 週次 日期 1 100/09/09 2 100/09/16 3 100/09/23 4 100/09/30 5 6 7 8 9 100/10/07 100/10/14 100/10/21 100/10/28 100/11/04 內容（Subject/Topics） Course Orientation for Social Media Management Web 2. 0, Social Network, and Social Media Theories of Media and Information Theories of Social Media Services and Information Systems Paper Reading and Discussion Behavior Research on Social Media Services Paper Reading and Discussion Midterm Project Presentation and Discussion 期中考試週 2

課程大綱 (Syllabus) 10 11 12 13 14 15 16 100/11/11 100/11/18 100/11/25 100/12/02 100/12/09 100/12/16 100/12/23 Business Models and Issues of Social Media Service Paper Reading and Discussion Strategy of Social Media Service Paper Reading and Discussion Social Media Marketing Paper Reading and Discussion Social Network Analysis, Link Mining, Text Mining, Web Mining, and Opinion Mining in Social Media 17 100/12/30 Project Presentation and Discussion 18 101/01/06 期末考試週 3

Social Media Management Framework Culture Process People Business Value Policies Metrics Context Source: Robert Wollan, Nick Smith, Catherine Zhou, The Social Media Management Handbook, John Wiley, 2011. 4

Social Media Management Framework Culture Process People Business Value Policies Metrics Context Culture • Habits and behaviors • Ways of working • Subcultures Context • Business environment and objectives • Regulatory environment Source: Robert Wollan, Nick Smith, Catherine Zhou, The Social Media Management Handbook, John Wiley, 2011. 5

Social Media Management Framework Culture Process People Business Value Policies Metrics Context Process • Leadership: Degree to which leadership for social media decisions is formalized and accountability for business outcomes is clear • Alignment: Degree of alignment between various agendas to ensure resources and funds are appropriately allocated Source: Robert Wollan, Nick Smith, Catherine Zhou, The Social Media Management Handbook, John Wiley, 2011. 6

Social Media Management Framework Culture Process People Business Value Policies Metrics Context People • Training and Development: Adequacy and accessibility of training and professional development • Leverage: Extent to which best practices are identified, shared and utilized • Roles: Clarity and adequacy of roles and responsibilities Source: Robert Wollan, Nick Smith, Catherine Zhou, The Social Media Management Handbook, John Wiley, 2011. 7

Social Media Management Framework Policies Culture Process People Business Value Policies Metrics Context • Clarity: Degree to which policies clarify boundaries for employees • Empowerment: Degree to which policies empower employees to achieve business outcomes, consistent with the cultural, regulatory and business realities • Differentiation: Degree to which policies support differentiation of the organization in the market Source: Robert Wollan, Nick Smith, Catherine Zhou, The Social Media Management Handbook, John Wiley, 2011. 8

Social Media Management Framework Metrics Culture Process People • Resource Management: Level of visibility into the efficient utilization of social media assets (people and technology) and level of efficiency achieved • Performance Management: Business Value Policies Metrics Degree to which results are measured and behavior rewarded for success or failure in achieving performance targets • Financial Management: Context Level to which costs are tracked and controlled, and the degree of ownership by the business for social media costs Source: Robert Wollan, Nick Smith, Catherine Zhou, The Social Media Management Handbook, John Wiley, 2011. 9

Model • “a simplified description and representation of a complex entity or process. ” (Word. Net 2. 0) Source: (Ostenwalder, Pigneur and Tucci, 2005) 10

Business • “the activity of providing goods and services involving financial, commercial and industrial aspects. ” (Word. Net 2. 0) Source: (Ostenwalder, Pigneur and Tucci, 2005) 11

Business model • A business model is a conceptual tool containing a set of objects, concepts and their relationships with the objective to express the business logic of a specific firm. • Therefore we must consider which concepts and relationships allow a simplified description and representation of what value is provided to customers, how this is done and with which financial consequences. Source: (Ostenwalder, Pigneur and Tucci, 2005) 12

Occurrences of the Term "Business Model" in Scholarly Reviewed Journals Source: (Ostenwalder, Pigneur and Tucci, 2005) 13

Business Model Concept Hierarchy Source: (Ostenwalder, Pigneur and Tucci, 2005) 14

EVOLUTION OF THE BUSINESS MODEL CONCEPT Source: (Ostenwalder, Pigneur and Tucci, 2005) 15

Business Model vs. Business Process Model • Business Model – a view of the firm's logic for creating and commercializing value • Business process model – how a business case is implemented in processes Source: (Ostenwalder, Pigneur and Tucci, 2005) 16

Business model vs. Strategy • Business models – a system that shows how the pieces of a business fit together. – an abstraction of a firm's strategy • Strategy – includes competition Source: (Ostenwalder, Pigneur and Tucci, 2005) 17

Implementing Business Models Source: (Ostenwalder, Pigneur and Tucci, 2005) 18

The Business Model's Place in the Firm Source: (Ostenwalder, Pigneur and Tucci, 2005) 19

Nine Business Model Building Blocks Source: (Ostenwalder, Pigneur and Tucci, 2005) 20

Domains Addressed in Business Models Source: (Ostenwalder, Pigneur and Tucci, 2005) 21

Domains Addressed in Business Models (cont. ) Source: (Ostenwalder, Pigneur and Tucci, 2005) 22

Planning, Changing and Implementing Business Models Source: (Ostenwalder, Pigneur and Tucci, 2005) 23

Business Strategy and Information Systems Alignment Source: (Ostenwalder, Pigneur and Tucci, 2005) 24

Business and IT/IS Alignment Source: (Ostenwalder, Pigneur and Tucci, 2005) 25

Infrastructure Alignment Source: (Ostenwalder, Pigneur and Tucci, 2005) 26

Application Portfolio Management Source: (Ostenwalder, Pigneur and Tucci, 2005) 27

Business Models and Goals for Requirements Engineering Source: (Ostenwalder, Pigneur and Tucci, 2005) 28

Business Model and Balanced Scorecard Source: (Ostenwalder, Pigneur and Tucci, 2005) 29

The 4 C Typology of Internet Business Models Source: (Wirtz, Schilke and Ullrich, 2010) 30

The Web 2. 0 - 4 factors model Source: (Wirtz, Schilke and Ullrich, 2010) 31

Activities for embracing the Web 2. 0 in existing Internet businesses Source: (Wirtz, Schilke and Ullrich, 2010) 32

Relevance of the Web 2. 0 factors for individual business model types Source: (Wirtz, Schilke and Ullrich, 2010) 33

Impact of Social Media Affects Business Functions Differently Low • Legal • Finance Impact of Social Media • R&D • Supply Chain High • IT • Sales • Marketing • Service • Human Resources Source: Robert Wollan, Nick Smith, Catherine Zhou, The Social Media Management Handbook, John Wiley, 2011. 34

References • Robert Wollan, Nick Smith, Catherine Zhou, The Social Media Management Handbook, John Wiley, 2011. • Alexander Ostenwalder, Yves Pigneur and Christopher L. Tucci, “Clarifying Business Models: Origins, Present, and Future of the Concept”, Communications of the Association for Information Systems (CAIS), Vol. 15, No. 1, May 2005, pp. 1 -25. • Bernd W. Wirtz, Oliver Schilke and Sebastian Ullrich, “Strategic Development of Business Models: Implications of the Web 2. 0 for Creating Value on the Internet”, Long Range Planning, Volume 43, Issues 2 -3, April-June 2010, pp. 272 -290. 35