Business Model Design Process

-Identify interdisciplinary Corporate Stakeholders set-up team

-Understand business environment frame problem

-Suspend reality ideate

-Bring back Corporate reality prototype

-Chose suitable Corporate design

-Sketch out projects & workload draw implementation Corporate Plan

-Outline key indicators to follow Choose Corporate measures

-Select the right teams and people make responsible

-Execute the Corporate Plan manage implementation & change

-Evaluate, learn and redesign Corporate Plan manage improvement

Corporate Business Model describes the value an organization offers to various customers and portrays the capabilities and partners required for creating, marketing, and delivering this value and relationship capital with the goal of generating profitable and sustainable revenue streams.

MARKET & OPPORTUNITIES

The overall market size for Cloud IT spending/Computing is expected to be $42 billion by year 2012 according to IDC and market is expected to grow at the rate of 27% per year. Unlike Europe, Cloud vendors in the US will grow specially fast , due to it´s computing market maturity, the resistance of internet environments is almost cero.

Furthermore, in our findings, we realized that companies are reluctant to transfer out most of their data and computing needs to and “open Cloud”, because of security and costs concerns. Therefore, first companies will transition to building Private clouds using their existing infrastructure and eventually over time move, all of their IT related infrastructure to public clouds. Other possibilities are “trusted Cloud consortiums” and combined use of public and private clouds also known as Hybrid Clouds. The size of market for Private Clouds (based on even split between private and public clouds) to be $21 billion by the year 2012 with a growth rate of 27% percentage per year, starting 2010. Given that Private Clouds will be in the forefront of the expected surge of the Cloud phenomenon, maat International will have the first-mover advantage, with many international recognitions and awards (Gartner 2008-2009, ICT 2008, The EGEE08, among others) and more than 10 years of proven expertise as one of the private cloud´s technology developer leaders and of course is a clear option when thinking on Cloud technology, even more when we can say we have our own 100% cloud functional technology “Kactoo”.

Strategic alignment between

Strategic alignment between the business and IT is the process and goal of achieving competitive advantage through developing and sustaining a symbiotic relationship between business and IT." The idea behind strategic alignment is very comprehensive, but the question is how organizations can achieve this ultimate goal. were the first to clearly describe the interrelationship between business strategies and IT strategies in their well-known Strategic Alignment Model.

The concept of the model, pictured is , is based on two building blocks: "strategic fit" and "functional integration." Strategic fit recognizes that the IT strategy should be articulated in terms of an external domain (how the firm is positioned in the IT marketplace) and an internal domain (how the IT infrastructure should be configured and managed). Strategic fit is of course equally relevant in the business domain. Two types of functional integration exist: strategic an operational integration. Strategic integration is the link between business strategy and IT strategy reflecting the external components, which are important for many companies as IT emerged as a source of strategic advantage. Operational integration covers the internal domain and deals with the link between organizational infrastructure and processes and IT infrastructure and processes.

The Rise of Generation C

They are Generation C—connected, communicating, content-centric, computerized, community-oriented, always clicking. As a rule, they were born after 1990 and lived their adolescent years after 2000. In the developed world, Generation C encompasses everyone in this age group; in the BRIC countries, they are primarily urban and suburban. By 2020, they will make up 40 percent of the population in the U.S., Europe, and the BRIC countries, and 10 percent in the rest of the world—and by then, they will constitute the largest group of consumers worldwide.

Having owned digital devices all their lives, they are intimately familiar with them and use them as much as six hours a day. They all have mobile phones and constantly send text messages. More than 95 percent of them have computers, and more than half use instant messaging to communicate, have Facebook pages, and watch videos on YouTube.

Open Innovation

One is "outside in," where a company makes greater use of external ideas and technologies in its own business. Openness in this context means overcoming the "not invented here" syndrome, where the company monopolizes the source of its innovations, and instead welcoming new external contributions.

The other kind of openness is "inside out," in which a company allows some of its own ideas, technologies or processes to be used by other businesses.

Openness here means overcoming the "not sold here" syndrome, in which the company monopolizes the use of its innovations, prohibiting use outside of its own business. Opening up the inside means that revenues from external use of a company's ideas are welcomed. Let's consider each kind of openness in turn, as it applies to service innovation.