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Issue 5(1), October 2010 -- Paper Abstracts
Girard  (p. 9-22)
Cooper (p. 23-32)
Kunz-Osborne (p. 33-41)
Coulmas-Law (p.42-46)
Stasio (p. 47-56)
Albert-Valette-Florence (p.57-63)
Zhang-Rauch (p. 64-70)
Alam-Yasin (p. 71-78)
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Nonis-Hudson-Hunt (p. 95-106)


Value Creation Design: Modeling of Value Networks

Author(s): Marcel Schneider, Tobias Mittag, Tenpao Lee, Juergen Gausemeier

Citation: Marcel Schneider, Tobias Mittag, Tenpao Lee, Juergen Gausemeier, "Value Creation Design: Modeling of Value Networks," Journal of Strategic Innovation and Sustainability, Vol. 12, Iss. 1, pp. 111-125

Article Type: Research paper

Publisher: North American Business Press


As digitalization revolutionize products, production systems and entire value creation, the implications for
manufacturer’s business opportunities are huge. Filling out well-known frameworks will not suffice anymore
for successful business. To take advantage of digitalization-based opportunities, organizations need to
rethink their mindset about value creation. One of the key challenges is a thorough planning of the value
network to achieve a well-structured shift from current, outdated to future value creation. Organizations
simplify planning and analysis of business models to improve or reinvent them. This paper presents a
modeling language for value networks to support planning and complexity reduction. Modeling the rationale
of how an organization creates, delivers and captures value and the interrelations of how organizations
operate in value networks is a powerful technique for incremental concretization and improvement of new
business models and customer-seeking products and services.