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  • Vrije Universiteit Brussel (VUB)
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Summary for Digital Business Models (VUB)

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60 pages
2024/2025 Rédigé pour l'année scolaire
Établissement
Vrije Universiteit Brussel (VUB)
Cours
006408
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Good detailed summary of Digital Business Models for Business Economics

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Lesson 2: introduction to (digital) business models

What is a (digital) business model?
Business model:
strategic framework that outlines how an organization:
• Creates value
• Delivers value
• Captures value

• Essential for guiding decision-making and innovation


Key elements:
• Value proposition
• Revenue model
• Value chain
• Profit explanation
• Business transactions
• Collaborative transactions
• Network
• Business structure
• Future planning
• Network structure

• Simplified method and value capturing!



Business model vs. digital business model
Digital business model:
Integration of digital technologies
-> value creation mechanisms
- Dynamic environments
- High competition
- IT-based processes, digital platforms and multiple value-creation strategies
- Business processes: rapid adaptation and continuous innovation

Traditional business model:
Focus on fundamental ways a company generates value
- Stable environments
- Limited competition
- Rely on physical assets and direct value delivery
- Business processes: static and predictable

1

,Examples: mobility & transportation
Traditional business model: TAXI
- Centralized operations with owned fleet and licensed drivers
- Fixed pricing and limited scalability
- Customer interaction through phone or street hailing

Digital business model: UBER
- Decentralized platform with freelance drivers
- Dynamic pricing and high scalability
- App-based, real-time booking with personalized experience


Examples: smart energy & cleantech
Traditional business model: CONVENTIONAL HEATING SYSTEM
- Manual temperature control with limited automation
- Revenue from hardware sales and installation services
- No remote monitoring or optimization

Digital business model: NEST (smart home heating system)
- AI-driven, app-based control with real-time data and remote management
- Revenue from hardware sales, subscriptions, and energy-saving partnerships
- Personalized energy optimization and integration with smart home ecosystems




2

,Examples: healthTech/digital health
Traditional business model: PRIVATE PRACTICE THERAPY
- Face-to-face sessions in physical offices
- Revenue from session-based fees or insurance coverage
- Limited accessibility and availability

Digital business model: ONLINE THERAPY PLATFORM
- Virtual therapy through video, chat, or messaging
- Subscription-based revenue model
- 24/7 accessibility, global reach, and personalized therapist matching


Examples: finTech
Traditional business model: TRADITIONAL BROKERAGE
- In-person financial advisory services and trading through brokers
- Revenue from commission fees and management charges
- High entry barriers (licenses) and account minimums

Digital business model: ROBINHOOD (commission-free trading apps)
- App-based trading with no commission fees
- Revenue from payment for order flow and premium subscriptions
- Democratizes access to stock trading with low entry barriers and real-time
trading


Examples: EdTech
Traditional business model: LANGUAGE SCHOOLS
- In-person language classes with certified instructors
- Revenue from course fees and subscriptions for physical lessons
- Fixed schedules and location-dependent learning

Digital business model: DUOLINGO
- Gamified, app-based language learning with AI-driven personalization
- Freemium model: free core service with paid premium subscription
- 24/7 global access, progress tracking, and real-time feedback




3

, Examples: digital media & content platforms
Traditional business model: THE NEW YORK TIMES
- Content produced by professional journalists, distributed through print and
digital subscriptions
- Revenue from print sales, advertising, and digital subscriptions
- Limited reader interaction, primarily one-way communication

Digital business model: INSTAGRAM
- User-generated content with algorithmic curation and personalized feeds
- Revenue from targeted advertising and sponsored content
- High user engagement, real-time interaction, and global scalability


Examples: digital advertising
Traditional business model: TV advertising
- One-way communication with broad, untargeted audience reach
- Revenue from fixed-rate ad slots based on estimated viewership
- Limited performance tracking

Digital business model: GOOGLE ADS
- Highly targeted, real-time bidding for ad placement based on user data and
behavior
- Revenue from pay-per-click (PPC) and cost-per-impression (CPM) models
- Detailed analytics for campaign performance and ROI measurement


Examples fashiontech
Traditional business model: H&M
- In-store shopping experience with seasonal collections
- Revenue from physical product sales
- Limited personalization and inventory-driven operations

Digital business model: PRINTFUL (print-on-demand platform)
- On-demand production of customized apparel and accessories
- Revenue from order fulfilment and print services without inventory risk
- Highly scalable, eco-friendly, and personalized customer experiences




4

Table des matières

  1. 01 Lesson 2: introduction to (digital) business models 1
    1. What is a (digital) business model? 1
    2. Business model vs. digital business model 1
  2. 02 Lesson 3: business model canvas and SWOT analysis 5
    1. Waves of business modelling 5
    2. Business model canvas (Osterwalder) 6
    3. Explanation of the 9 blocks 6
    4. Challenges in applying the canvas 7
    5. SWOT analysis for business models 7
    6. Generative AI for business model analysis 8
    7. Limitations of generative AI in businesses analysis 9
    8. Prompting for better AI results 9
  3. 03 Lesson 4: value proposition and delivery 11
    1. Digital media: characteristics (Manovich, 2001) 11
    2. Laws shaping digital business models 11
    3. Technological determinism vs. social constructivism 11
    4. Digitisation & convergence 12
    5. “King” concepts in digital business 12
    6. Value configuration 13
    7. Market segmentation and profiling 13
    8. Key selling points 14
    9. Differentiation 14
    10. Substitution and complementarity 15
    11. Digital media specifics: differentiation through modularity & convergence 15
  4. 04 Lesson 5: value capture 16
    1. Revenues in the digital economy 16
    2. Web 1.0 revenue models (1995-2001 16
    3. The failure of web 1.0 17
    4. Web 2.0 (2005-2020) 17
    5. Return of web 1.0 models (2020+) 17
    6. Revenue models aren’t enough 17
    7. Importance of costs 18
    8. Digital lower cost 18
    9. Some costs are still high 18
    10. Transaction cost theory 19
    11. Transaction costs in digital 19
    12. TCO (total cost of ownership) 20
  5. 05 Lesson 6: data 21
    1. Datafication in history 21
    2. Datafication today 21
    3. Big data characteristics 22
    4. Data-driven business impacts 22
    5. Data value chain (Curry, 2015) 23
    6. Data monetisation 24
    7. Targeted advertising 25
    8. Price discrimination 25
    9. Degrees of price discrimination 25
    10. Automation and decision-making 26
    11. Value of data (general and consumer view) 26
    12. Value of data: business perspective 26
  6. 06 Lesson 7: value creation: value networks and business model innovation 27
    1. What are value networks? 27
    2. Value chains vs. value networks 27
    3. Use of value networks 27
    4. Creating value networks 27
    5. Creating value networks: notation 29
    6. Business model innovation 30
    7. Blue ocean strategy (Kim & Mauborgne, 2005) 31
  7. 07 Lesson 8: platforms 32
    1. What are platforms? 32
    2. What is a platform business model? 32
    3. Platformization 33
    4. The platform is the norm 33
    5. Types of platforms 33
    6. Technical vs. business platforms 34
    7. Network effects 34
    8. Same-side network effects 35
    9. Cross-side network effects 35
    10. Atypical network effects 36
    11. Supply chain management vs. platform strategy 36
    12. Business ecosystem management 36
    13. Platform strategies: coring 37
    14. Platform strategies: tipping 37
    15. Platform entry strategies 38
    16. Demand- vs supply-constrained markets 38
    17. Open vs. closed platforms 39
    18. Control patterns (Ballon, 2009) 39
    19. Control strategy matrix 40
    20. Platform lock-in effects 40
  8. 08 Guest lecture 1: Evaluate business models like a VC 41
    1. Why business models matter 41
    2. Definition of a business model 41
    3. Lean canvas vs. business model canvas 41
    4. Business model in 3 questions 42
    5. What are investors looking for? 42
    6. VC friendly business models 42
    7. Customer acquisition cost (CAC) & planning 43
  9. 09 Guest lecture 2: privacy & regulation in programmatic advertising 44
    1. Future of privacy forum (FPF) 44
    2. Behind the scenes of an online ad 44
    3. Supply side platform (SSP) and demand side platform (DSP) 44
    4. Data management platforms (DMP) 45
    5. Ad tech value chain 46
    6. Browser fingerprinting 47
    7. Evolution privacy sandbox & ATT 47
    8. Probabilistic matching and data clean rooms 48
    9. Data clean rooms 48
    10. Five core PETs 49
    11. Key challenges in consent management 50
    12. Evolution of digital consent 50
    13. Current tools & technical landscape 51
    14. Compliance challenges 51
  10. 10 Guest lecture 3: Gaming industry 52
    1. Ethical vs. unethical business models in gaming 52
    2. Video game: product or platform? 52
    3. Video game as a platform to sell, but who sells? 53
    4. “Where” you publish makes the difference 53
    5. Know your customer 53
    6. Business strategies developed 54
  11. 11 Guest lecture 4: Digital transformation in healthcare and its impact of digital business models: the case of digital health applications in Europe 55
    1. Challenges and opportunities in healthcare 55
    2. Key systemic challenges 55
    3. Digital transformation as an opportunity 55
    4. Defining digital transformation in healthcare 56
    5. What is a business model in digital health? 56
    6. Why digital health business models are unique 56
    7. Understanding the payer landscape 58
    8. Types of digital health applications in Europe 58
    9. Typology of health apps 59
    10. Closing question 60

Infos sur le Document

Cours
Business Economics
Publié le
5 juin 2025
Nombre de pages
60
Écrit en
2024/2025
Type
Resume
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