The document discusses business ecosystems and value network mapping. It provides an example of mapping Apple's business ecosystem, showing the core value proposition and how various stakeholders in complementary offerings, supply and enabling networks, and other stakeholders contribute to and benefit from the ecosystem through different value flows including goods, services, money, information, and intangible value. The mapping is used to illustrate how value network analysis can provide a dynamic view of how financial and non-financial assets are converted into value within a business ecosystem.

1. Advanced Visual Business Modeling -or-
How to »Prototype« a
Business Ecosystem?
Service Experience Camp Berlin, September 14th 2013
@Jan_Schmiedgen

2. Consumer Business-to-Business
Everyone wants to become a “Platform Business”

3. 4Image Credit: © 2012 Subprint (http://subprint.com/blog/it%27s-the-ecosystem,-stupid)
Product/Service Ecosystems ≠ Business Ecosystem

4. We all love the Business Model Canvas
5
… and it’s manifold derivates! But they all have the same problem ...

5. !
Image Credits / Sources in order of appearance: Casadesus-Masanell, R., & Ricart, J. E. (2011). How to Design A Winning Business Model. Harvard Business Review,
89(1/2), 100–107. // Porter, M. E. (1996). What is Strategy? Harvard Business Review, (November - December). // Ouden, E. den. (2011). Innovation Design: Creating
Value for People, Organizations and Society (1st ed.). Springer London. // Fjeldstad, Ø. D., & Stabell, C. B. (1998). Configuring Value for Competitive Advantage: On
Chains, Shops, and Networks. Strategic Management Journal,, Vol 19, 413–437. // valuenetworksandcollaboration.com, 2011 // Tom Hulme (http://weijiblog.com/
startup-tools/) // Patrick Stähler (http://blog.business-model-innovation.com/tools/) // Johnson, M. W., Christensen, C. M., & Kagermann, H. (2008). Reinventing Your
Business Model. Harvard Business Review, 86(12), 50–59. // Fraunhofer IAO (http://moby.iao.fraunhofer.de/)
!
Choices & Consequences Activity Networks Value Flow Mapping for Ecosystems
Value Configuration Perspective:
Chains/Shops/Networks
Tom Hulmes Canvas (IDEO) Patrick Stählers Canvas (Fluidmind)
etc.
Other »Scientific Conceptualisations« Fraunhofer IAO Canvas
Core Value
Proposition
Complementary
Offerings
Supplying and
Enabling Network
Other
Stakeholders
Higher Margins
via Apple Price
Premium
Lowest
Production
Costs
Goods & Services
Money & Credits
Information
Intangible Value
High Volume and
Planning Certainty
Manufacturing
Knowledge
Reputation
Hardware OEM's:
e.g. Foxconn
Official
Accessory
Manufacturers:
e.g. Belkin
Retail/Certified
Partners: e.g. Gravis
Microsoft,
Google,
etc.
???
IP royalties
Seamless User
Experience
Enriched User
Experience
App
Purchases
Comission
Sales Platform
Apple
New Business Ideas
Developer
Community
Higher Margins :
Apple Price
Premium
Broad Service
Station Covering
Technical and
Sales Training
Media Industries
Digital Sales Channel with
DRM and wide Spread
Media Delivery
???
IP royalties / Commission
Infrastructure
Management
Service Contract
Technical Backend
Providers: e.g. SAP
Sponsoring / Discounts
Apple on Campus
Bulk Purchases
Schools and
Universities
Reputation and
Awareness
Personal
Data
Price Premium
(Hardware,
Media and
App Sales)
Apple
Communities
Apple
Users
Software
Developers:
e.g. Adobe

6. !
Image Credits / Sources in order of appearance: Casadesus-Masanell, R., & Ricart, J. E. (2011). How to Design A Winning Business Model. Harvard Business Review,
89(1/2), 100–107. // Porter, M. E. (1996). What is Strategy? Harvard Business Review, (November - December). // Ouden, E. den. (2011). Innovation Design: Creating
Value for People, Organizations and Society (1st ed.). Springer London. // Fjeldstad, Ø. D., & Stabell, C. B. (1998). Configuring Value for Competitive Advantage: On
Chains, Shops, and Networks. Strategic Management Journal,, Vol 19, 413–437. // valuenetworksandcollaboration.com, 2011 // Tom Hulme (http://weijiblog.com/
startup-tools/) // Patrick Stähler (http://blog.business-model-innovation.com/tools/) // Johnson, M. W., Christensen, C. M., & Kagermann, H. (2008). Reinventing Your
Business Model. Harvard Business Review, 86(12), 50–59. // Fraunhofer IAO (http://moby.iao.fraunhofer.de/)
!
Choices & Consequences Activity Networks Value Flow Mapping for Ecosystems
Value Configuration Perspective:
Chains/Shops/Networks
Tom Hulmes Canvas (IDEO) Patrick Stählers Canvas (Fluidmind)
etc.
Other »Scientific Conceptualisations« Fraunhofer IAO Canvas
Core Value
Proposition
Complementary
Offerings
Supplying and
Enabling Network
Other
Stakeholders
Higher Margins
via Apple Price
Premium
Lowest
Production
Costs
Goods & Services
Money & Credits
Information
Intangible Value
High Volume and
Planning Certainty
Manufacturing
Knowledge
Reputation
Hardware OEM's:
e.g. Foxconn
Official
Accessory
Manufacturers:
e.g. Belkin
Retail/Certified
Partners: e.g. Gravis
Microsoft,
Google,
etc.
???
IP royalties
Seamless User
Experience
Enriched User
Experience
App
Purchases
Comission
Sales Platform
Apple
New Business Ideas
Developer
Community
Higher Margins :
Apple Price
Premium
Broad Service
Station Covering
Technical and
Sales Training
Media Industries
Digital Sales Channel with
DRM and wide Spread
Media Delivery
???
IP royalties / Commission
Infrastructure
Management
Service Contract
Technical Backend
Providers: e.g. SAP
Sponsoring / Discounts
Apple on Campus
Bulk Purchases
Schools and
Universities
Reputation and
Awareness
Personal
Data
Price Premium
(Hardware,
Media and
App Sales)
Apple
Communities
Apple
Users
Software
Developers:
e.g. Adobe
}
Systemic representations

7. !
Image Credits / Sources in order of appearance: Casadesus-Masanell, R., & Ricart, J. E. (2011). How to Design A Winning Business Model. Harvard Business Review,
89(1/2), 100–107. // Porter, M. E. (1996). What is Strategy? Harvard Business Review, (November - December). // Ouden, E. den. (2011). Innovation Design: Creating
Value for People, Organizations and Society (1st ed.). Springer London. // Fjeldstad, Ø. D., & Stabell, C. B. (1998). Configuring Value for Competitive Advantage: On
Chains, Shops, and Networks. Strategic Management Journal,, Vol 19, 413–437. // valuenetworksandcollaboration.com, 2011 // Tom Hulme (http://weijiblog.com/
startup-tools/) // Patrick Stähler (http://blog.business-model-innovation.com/tools/) // Johnson, M. W., Christensen, C. M., & Kagermann, H. (2008). Reinventing Your
Business Model. Harvard Business Review, 86(12), 50–59. // Fraunhofer IAO (http://moby.iao.fraunhofer.de/)
!
Choices & Consequences Activity Networks Value Flow Mapping for Ecosystems
Value Configuration Perspective:
Chains/Shops/Networks
Tom Hulmes Canvas (IDEO) Patrick Stählers Canvas (Fluidmind)
etc.
Other »Scientific Conceptualisations« Fraunhofer IAO Canvas
Core Value
Proposition
Complementary
Offerings
Supplying and
Enabling Network
Other
Stakeholders
Higher Margins
via Apple Price
Premium
Lowest
Production
Costs
Goods & Services
Money & Credits
Information
Intangible Value
High Volume and
Planning Certainty
Manufacturing
Knowledge
Reputation
Hardware OEM's:
e.g. Foxconn
Official
Accessory
Manufacturers:
e.g. Belkin
Retail/Certified
Partners: e.g. Gravis
Microsoft,
Google,
etc.
???
IP royalties
Seamless User
Experience
Enriched User
Experience
App
Purchases
Comission
Sales Platform
Apple
New Business Ideas
Developer
Community
Higher Margins :
Apple Price
Premium
Broad Service
Station Covering
Technical and
Sales Training
Media Industries
Digital Sales Channel with
DRM and wide Spread
Media Delivery
???
IP royalties / Commission
Infrastructure
Management
Service Contract
Technical Backend
Providers: e.g. SAP
Sponsoring / Discounts
Apple on Campus
Bulk Purchases
Schools and
Universities
Reputation and
Awareness
Personal
Data
Price Premium
(Hardware,
Media and
App Sales)
Apple
Communities
Apple
Users
Software
Developers:
e.g. Adobe

8. Apple’s Business Ecosystem (Excerpt)
Core Value
Proposition
Complementary
Offerings
Supplying and
Enabling Network
Other
Stakeholders
®®
TM
9
Higher Margins
via Apple Price
Premium
Lowest
Production
Costs
Goods & Services
Money & Credits
Information
Intangible Value
High Volume and
Planning Certainty
Manufacturing
Knowledge
Reputation
???
IP royalties
Seamless User
Experience
Enriched User
Experience
App
Purchases
Comission
Sales Platform
Apple
Platform
New Business Ideas
Higher Margins :
Apple Price
Premium
Broad Service
Station Covering
Technical and
Sales Training
Digital Sales Channel with
DRM and wide Spread
Media Delivery
???
IP royalties / Commission
Infrastructure
Management
Service Contract
Sponsoring / Discounts
Apple on Campus
Bulk Purchases
Reputation and
Awareness
Personal
Data
Price Premium
(Hardware,
Media and
App Sales)

9. Image Credit (in order of appearance): Allee, V. (2008). Value network analysis and value conversion
of tangible and intangible assets. Journal of Intellectual Capital, 9(1), 5–24.; Design Thinkers Academy
It is not like … It is more like ...
10
STAKEHOLDER MAPPING
EXAMPLES OF STAKEHOLDER
CUSTOMERSGOVERNMENT
EMPLOYEES SUPPLIERS CREDITORS
COMMUNITY
WHO ARE THE STAKEHOLDERS?
DATECOMPANY
$
VALUE NETWORK MAPPING
THE KEY RELATIONSHIPS BETWEEN STAKEHOLDERS
VALUES
MONEY POWER EXPOSURE EXPERIENCE
LOVE REPUTATION RIGHTS
ATTENTION TRUST SERVICE PRODUCT
INFORMATION CREDITS
EXAMPLE
EXAMPLE
DATECOMPANY
VALUES
MONEY POWER EXPOSURE EXPERIENCE
LOVE REPUTATION RIGHTS
ATTENTION TRUST SERVICE PRODUCT
INFORMATION CREDITS
EXAMPLE
EXAMPLE
Process Map, Net Map, Actors Map
Service Ecology Map Value Network Analysis (VNA)
Value Network/Ecosystem Mapping

10. 11
Your Challenge
Ready for some action?

11. Core Value
Proposition
Other
Stakeholders
Just-at-time!
Airspeed transportation: delivered
to your window - when you
want it and where you
want it.
last mile parcel delivery
emergency pharmaceuticals
Your Challenge: Call-a-Drone
12Image Credit: CC-licensed “Quadrocopter” from kaffeeringe → http://www.flickr.com/photos/kaffeeringe/8722017781/
pizza
P2P-parcel scheduling
air courier
FLY
TO
ME

12. Exercise I: Collect Actors/Stakeholders
13
Compatibilty with VP
(positive, neutral, negative)
Influence
(size of indicator)
Title/Function of Actor
Primary Motivations
Investment
Actors Role
EXERC
ISE
10:00MINUTES
Time Horizon
(throughput time)

13. 14
Core Value
Proposition
Complementary
Offerings
Supplying and
Enabling Network
Other
Stakeholders
Exercise II: Group Actors
EXERC
ISE
05:00MINUTES

14. Goods & Services
Money & Credits
Information
Intangible Value
Exercise III: Define Value Flows
Goods & Services
Money & Credits
Information
Intangible Value
EXERC
ISE
15:00MINUTES

15. Economic community supported by a
foundation of interacting organizations and
individuals - the 'organisms' of the business
world. [...] Over time they co-evolve in their
capabilities and roles, and tend to align
themselves with the directions set by one or
more central companies.
16
James F. Moore (1997)
„
“

16. The Rise of Ecosystems
New Rules for Value Creation

17. Value propositions should be crafted:
as a reciprocal exchange of value; described
in terms of perceived benefits or reduced costs;
transparent about to whom that value should flow
and how; perceived as a fair exchange of value;
delivered over a time frame longer than a single
transaction; often co-created through interaction
between two or more parties; and, congruent
with the relationship objectives set
for a particular market.
Contemporary Understanding of Value Propositions
Ballantyne, Frow, Varey & Payne (2011)
„
“
18

18. Business Ecosystem?
19
“A value network model visualizes
specific interactions within the network to
provide a perspective for understanding
value-creating roles and relationships,
and to offer a dynamic view of how both
financial and non-financial assets are
converted into negotiable forms of value.”
Elke den Ouden, Phillips Industry Consulting (2011)
Image Credit: http://www.elkedenouden.com/AboutElke.html

19. Customer Supplier Godfather Competitor
Intermediary Enabler Financier Provider of Content
Provider of Services Provider of Systems Provider of Goods
Marketing &
Communications

20. Goods & Services
Money & Credits
Information
Intangible Value
Align and Balance Value Flows
Goods & Services
Money & Credits
Information
Intangible Value

21. Apple’s Business Ecosystem (Excerpt)
22
Core Value
Proposition
Complementary
Offerings
Supplying and
Enabling Network
Other
Stakeholders
Higher Margins
via Apple Price
Premium
Lowest
Production
Costs
Goods & Services
Money & Credits
Information
Intangible Value
High Volume Orders
and Planning Certainty
Manufacturing
Knowledge
Reputation
Hardware OEM's:
e.g. Foxconn
Official
Accessory
Manufacturers:
e.g. Belkin
Inofficial
Accessory
Manufacturers
Retail/Certified
Partners: e.g. Gravis
Microsoft,
Google,
etc.
???
IP royalties
Seamless User
Experience
Enriched User
Experience
App
Purchases
Comission
Sales Platform
Apple
Platform
New Business Ideas
Developer
Community
Higher Margins :
Apple Price
Premium
Broad Service
Station Covering
Technical and
Sales Training
Media Industries
Digital Sales Channel with
DRM and wide Spread
Media Delivery
???
IP royalties / Commission
Infrastructure
Management
Service Contract
Technical Backend
Providers: e.g. SAP
Sponsoring / Discounts
Apple on Campus
Bulk Purchases
Schools and
Universities
Reputation and
Awareness
Personal
Data
Price Premium
(Hardware,
Media and
App Sales)
Apple
Communities
Apple
Users
Software
Developers:
e.g. Adobe
Apple Store
Logistic Partners:
e.g. TNT, UPS
IT-Infrastructure
Partners: e.g. Akamai
Content
SaS Solutions
Premium Services/
Software Purchases
Personal
Data
Personal Data

22. Layers of a Value Web
23
Higher Margins
via Apple Price
Premium
Lowest
Production
Costs
Goods & Services
Money & Credits
Information
Intangible Value
High Volume and
Planning Certainty
Manufacturing
Knowledge
Reputation
Hardware OEM's:
e.g. Foxconn
Official
Accessory
Manufacturers:
e.g. Belkin
Retail/Certified
Partners: e.g. Gravis
Microsoft,
Google,
etc.
???
IP royalties
Seamless User
Experience
Enriched User
Experience
App
Purchases
Comission
Sales Platform
Apple
Platform
New Business Ideas
Developer
Community
Higher Margins :
Apple Price
Premium
Broad Service
Station Covering
Technical and
Sales Training
Media Industries
Digital Sales Channel with
DRM and wide Spread
Media Delivery
???
IP royalties / Commission
Infrastructure
Management
Service Contract
Technical Backend
Providers: e.g. SAP
Sponsoring / Discounts
Apple on Campus
Bulk Purchases
Schools and
Universities
Reputation and
Awareness
Personal
Data
Price Premium
(Hardware,
Media and
App Sales)
Apple
Communities
Apple
Users
Software
Developers:
e.g. Adobe
Core Value
Proposition
Complementary
Offerings
Supplying and
Enabling Network
Other
Stakeholders

23. Apple’s Business Ecosystem (Excerpt)
Core Value
Proposition
Complementary
Offerings
Supplying and
Enabling Network
Other
Stakeholders
®®
TM
24
Higher Margins
via Apple Price
Premium
Lowest
Production
Costs
Goods & Services
Money & Credits
Information
Intangible Value
High Volume and
Planning Certainty
Manufacturing
Knowledge
Reputation
???
IP royalties
Seamless User
Experience
Enriched User
Experience
App
Purchases
Comission
Sales Platform
Apple
Platform
New Business Ideas
Higher Margins :
Apple Price
Premium
Broad Service
Station Covering
Technical and
Sales Training
Digital Sales Channel with
DRM and wide Spread
Media Delivery
???
IP royalties / Commission
Infrastructure
Management
Service Contract
Sponsoring / Discounts
Apple on Campus
Bulk Purchases
Reputation and
Awareness
Personal
Data
Price Premium
(Hardware,
Media and
App Sales)

24. Virtuous Cycles
25
Higher Margins
via Apple Price
Premium
Lowest
Production
Costs
Goods & Services
Money & Credits
Information
Intangible Value
High Volume Orders
and Planning Certainty
Manufacturing
Knowledge
Reputation
Hardware OEM's:
e.g. Foxconn
Official
Accessory
Manufacturers:
e.g. Belkin
Inofficial
Accessory
Manufacturers
Retail/Certified
Partners: e.g. Gravis
Microsoft,
Google,
etc.
???
IP royalties
Seamless User
Experience
Enriched User
Experience
App
Purchases
Comission
Sales Platform
Apple
Platform
New Business Ideas
Developer
Community
Higher Margins :
Apple Price
Premium
Broad Service
Station Covering
Technical and
Sales Training
Media Industries
Digital Sales Channel with
DRM and wide Spread
Media Delivery
???
IP royalties / Commission
Infrastructure
Management
Service Contract
Technical Backend
Providers: e.g. SAP
Sponsoring / Discounts
Apple on Campus
Bulk Purchases
Schools and
Universities
Reputation and
Awareness
Personal
Data
Price Premium
(Hardware,
Media and
App Sales)
Apple
Communities
Apple
Users
Software
Developers:
e.g. Adobe
Apple Store
Logistic Partners:
e.g. TNT, UPS
IT-Infrastructure
Partners: e.g. Akama
Content
SaS Solutions
Premium Services/
Software Purchases
Personal
Data
Personal Data

25. 26
Virtuous Cycles
Lowest
Production
Costs
High Volume Orders
and Planning Certainty
Manufacturing
Knowledge
Reputation
Hardware OEM's:
e.g. Foxconn
???
IP royalties
Seamless User
Experience
Enriched User
Experience
App
Purchases
Comission
Sales Platform
Apple
Platform
New Business Ideas
Developer
Community
Higher Margins :
Apple Price
Premium
Broad Service
Station Covering
Technical and
Sales Training
Digital Sales Channel
DRM and wide Spre
Media Delivery
???
IP royalties / Commission
Infrastructure
Management
Service Contract
ponsoring / Discounts
Apple on Campus
Bulk Purchases
Reputation and
Awareness
Personal
Data
Price Premium
(Hardware,
Media and
App Sales)
Apple
Users
Content
SaS Solutions
ices/
hases
Personal
Data
Personal Data

26. 26
Virtuous Cycles
Lowest
Production
Costs
High Volume Orders
and Planning Certainty
Manufacturing
Knowledge
Reputation
Hardware OEM's:
e.g. Foxconn
???
IP royalties
Seamless User
Experience
Enriched User
Experience
App
Purchases
Comission
Sales Platform
Apple
Platform
New Business Ideas
Developer
Community
Higher Margins :
Apple Price
Premium
Broad Service
Station Covering
Technical and
Sales Training
Digital Sales Channel
DRM and wide Spre
Media Delivery
???
IP royalties / Commission
Infrastructure
Management
Service Contract
ponsoring / Discounts
Apple on Campus
Bulk Purchases
Reputation and
Awareness
Personal
Data
Price Premium
(Hardware,
Media and
App Sales)
Apple
Users
Content
SaS Solutions
ices/
hases
Personal
Data
Personal Data
Generic virtuous loop of a business ecosystem
Value of the
core offer
Value of the
total offer
Sales
Profits
Investment in the
core innovation
and capacity
Investment in
the business
ecosystem

27. Value Flow Mapping in the Design Process
27
Analysis (Think)
Concrete: Real World
Abstract: Modeled World
Synthesis (Make)
OBSERVATIONS
PRINCIPLES
PLANS
TESTS
1
2 3
4
5 6
7

28. Q&A /// Feedback

29. 29
STAY TUNED!
www.uservalue.de
@Jan_Schmiedgen

30. 37
Attributions
“Gears” symbol by Dima Yagnyuk // "Type Desgin" symbol by Andrew J. Young // “Compass” symbol by Adam Whitcroft // “Refresh” symbol by
Joris Hoogendoorn // “Pointer” symbol by ___Lo // “Speaker” symbol by Harold Kim // “Book” symbol by Ahmed Hamzawy // “Unlock” symbol
by Ugur Akdemir // “Heart” symbol by John Caserta // “Like” symbol by Marwa Boukarim // “Letter” symbol by John Caserta // “Lock” symbol
by Dave Tappy // “Cess” symbol by Alessandro Suraci // “Social Services” by Jack Biesek, Gladys Brenner, Margaret Faye, Healther Merrifield,
Kate Keating, Wendy Olmstead, Todd Pierce, Jamie Cowgill, Jim Bolek // “Building” symbol by Antonis Makriyannis // “Brain” symbol by Arjun
Adamson // “Building Block” symbol by Michael Rowe // “City” by inna belenkey // “Basket” symbol by Roman J. Sokolov // “Unlock” symbol
by Ugur Akdemir // “Hand” symbol by Jakob Vogel as well as "Home" and "Umbrella" from The Noun Project collection.
------------------------------------------------------------------------------------------------------------------------------------------------------------
Some References this Workshop/Presentation was based on:
Adner, R. Amazon vs. Apple: Competing Ecosystem Strategies. Harvard Business Review. Retrieved August 11, 2013,
from http://blogs.hbr.org/cs/2012/03/amazon_vs_apple_competing_ecos.html.
Brandenburger, A., & Nalebuff, B. (1996). Co-Opetition. New York: Doubleday.
Caulfield, B. Apple’s Ecosystem. Forbes. Retrieved August 11, 2013,
from http://www.forbes.com/2010/02/09/intel-nvidia-htc-technology-business-intelligence-apple.html.
Dachis, J. Apple, a Love Note: The Power of an Ecosystem - Dachis Group. Dachis Group. Retrieved August 11, 2013,
from http://dachisgroup.com/2010/01/apple-a-love-note-the-power-of-an-ecosystem/.
McCann, J. It’s The Ecosystem, Stupid. subPrint Interactive. Blog, . Retrieved August 11, 2013, from http://subprint.com.
Moore, J. F. (1997). The Death of Competition: Leadership and Strategy in the Age of Business Ecosystems. New York: HarperBusiness.
Moore, J. F. (2013). Shared Purpose: A thousand Business Ecosystems, a connected Community, and the Future.
Ng, I. C. (2012). Value & Worth: Creating New Markets in the Digital Economy.
Ng, I. C. L., & Smith, L. A. (2012). An Integrative Framework of Value. Review of Marketing Research, 9, 207–243.
Ouden, E. den. (2011). Innovation Design: Creating Value for People, Organizations and Society (1st Edition.). Springer London.
Senge, P. M. (2006). The Fifth Discipline: The Art and Practice of the Learning Organization. New York: Doubleday/Currency.
and many more …

31. 38
About me …
I am a Berlin-based innovation facilitator who helps
organizations in strategically implementing service
design, business model innovation and (branded) Ux
methodologies, processes and tools.
My work is mainly based on the discovery of shared
value which I researched at Berlin University of Arts and
Zeppelin University Friedrichshafen.
Besides my advisory practice I am a »HPDTRP«
research fellow at the Hasso-Plattner-Institute Potsdam,
examining Design Thinkings level of diffusion in
organizations worldwide.
I’m also co-developing GlobalWasteIdeas.org, an idea-
sharing and collective intelligence platform dedicated to
catalyze innovative ways to deal with waste.
@Jan_Schmiedgen

32. Design-driven
strategic business
planning
39Jan Schmiedgen // Fidicinstr. 41 // 10965 Berlin // GERMANY // +49 173 3 83 15 26 // kontakt@schmiedgen.eu